NATO UNCLASSIFIED

SH/PLANS/J7/CV/23-011533/1 ACT/JFD/ETPP/TT-5716 /SER1811

BI-STRATEGIC COMMAND DIRECTIVE 075-003

COLLECTIVE TRAINING AND EXERCISE - EXERCISE PROCESS

DATE: 01 September 2023

REFERENCES: See Annex B

1. Status. This Directive supersedes the Bi-Strategic Command Directive (Bi-SCD)

075-003 dated 28 January 2020.

2. Purpose. Bi-SCD 075-003 provides guidance pertaining to the NATO military

Collective Training and Exercise (CT&E) associated Exercise Process (EP). This document
should be used as a comprehensive guideline on how to design, plan, execute, and assess
NATO Collective Training and Exercises in accordance with NATO Education, Training,
Exercises and Evaluation (ETEE) policy. Bi-SCD 075-003 layout trails from general to
specific. The main body contains a compendium mainly intended for Commanders, Key
leaders and Non-exercise planners on CT&E policy and guidance plus the leadership crucial
roles in the EP. Exercise programmers have to be familiar at least with the compendium.
Exercise planners and subject matter experts will find descriptions of the CT&E related EP
in depth as well as explanations on methodology and further instructions for specific areas
and events in the annexes to this document. Bi-SCD 075-003 provides practical examples
and is a handrail for exercise planners. It is the obligation of the exercise planners to outline
the specific exercise training progression and requirements tailored to each exercise
alongside with available resources, thereby paving the way for Commanders decisions on
the final delivery of each particular exercise.

3. Applicability. This directive is applicable to all headquarters and units of both ACO
and ACT.

4. Implementation. This revised Bi-SCD 075-003 introduces a streamlined EP,

modified and unified templates for EP deliverables, a single set of exercise preparation
bodies, and an innovative approach to form collective training and exercises composed of
training blocks. This new EP methodology must be used for all NATO exercises executed
from 2025 onwards. Based on Bi-SCD 075-003 users’ feedback from practical work with
Bi-SCD 075-003 annexes, Staff Officer/SME level annexes may be revised/updated when
necessary to provide up-to-date guidance/best practice within Bi-SCD 075-003 lifecycle.

SHAPE, 7010 Mons SACT, Norfolk, Virginia, 23551-2490

Belgium United States of America
Office : +32 65 44 6745 Office : +1 757 747 3602
NCN 254-6745 NCN 555-3602
[email protected] Kelly.Laberee-
[email protected]
1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

5. Supplementation. Supplementation may be requested to SHAPE PLANS

Directorate and published after authorization. When authorized, the draft supplement will
be fully coordinated with the proponent of the parent directive prior of issuing.

6. Publication Updates. Updates are authorized when approved by Chief of Staff

(COS) SHAPE and COS HQ SACT. An assessment for a revision is to be carried out not
later than two years after the release date of this publication.

7. Proponent. The proponent for this directive is SHAPE PLANS J7 TRX.

FOR THE SUPREME ALLIED COMMANDERS, EUROPE AND TRANSFORMATION:

Hubert Cottereau
Lieutenant General, FRA A
Vice Chief of Staff

2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

VERSION HISTORY

Change Complete rewrite/ Date of

Rationale for change
Number Paragraphs changed Document
Bi-SC COS task, Revision to Bi-
September
0 Strategic Command 75 Series Complete rewrite
2023
Directives, dated 31 March 2022

TABLE OF CONTENTS

SUBJECT PAGE PARA

CHAPTER 1 – COMPENDIUM
General 5 1-1
Exercise Process 5 1-2
Relationship between Programming and the Exercise Process 8 1-3
Exercise Feedback Processes 8 1-4
Flow of Exercise related Processes 9 1-5
General Roles and Responsibilities 9 1-6
Significant Products to manage exercises 12 1-7

CHAPTER 2 – NATO COMMAND STRUCTURE AND NATO

FORCE STRUCTURE ROLES AND RESPONSIBILITIES
Introduction 17 2-1
Relations between the Strategic Commanders for NATO
Collective Training & Exercise 17 2-2
ACO Entities - Roles and Responsibilities 18 2-3
ACT Entities - Roles and Responsibilities 20 2-4
Exercise Linking 21 2-5
Particular Roles and Responsibilities in line with Partners and
NNE involvement 22 2-6
Foundational documents and guidance influencing Exercise
Initiation and Exercise Specification development 22 2-7

CHAPTER 3 – NATO EXERCISE PROCESS METHODOLOGY

Introduction 25 3-1
Progressive Exercise Construct 25 3-2
Assumptions 25 3-3
Useful Points to consider for Exercise Planners 26 3-4

3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

ANNEXES:

A. Glossary of Abbreviations, Acronyms, Terms and Definitions

B. List of References
C. STAGE 0 - Initiation
D. STAGE 1 - Specification
E. STAGE 2 - Planning
F. STAGE 3 - Conduct
G. Exercise Feedback Processes
H. Collective Training and Exercises Toolsets
I. Exercise Objective Development
J. Development and use of Training Objectives
K. Planning Conferences and Preparation Meetings
L. LIVE Exercises
M. Exercise Process Guidance and Deliverables Templates
N. Steering Group
O. Guide to Planning Communications and Information Systems Support to NATO Exercises
P. Guide for Information and Knowledge Management support to NATO Exercises
Q. Exercise Linking
R. Partner Nations Involvement in NATO Exercises
S. Host Nation Support Considerations
T. Physical Security Considerations
U. Guide to Resourcing Exercises
V. Strategic Communications Considerations
W. Visitors, Observers, Inspectors and Distinguished Visitor Day
X. Computer Assisted Exercise Support to the Exercise Process
Y. Setting, Scenario and Content development
Z. Roles and Responsibilities of the Exercise Control staff
AA. Development and use of Training Audience Training Plan

4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

CHAPTER 1 - COMPENDIUM

1-1. General. This compendium provides leaders and staff officers with a common
understanding of NATO CT&E through a review of key terms.

a. Collective Training & Exercises. CT&E activities are designed to prepare Force
Elements (FEs) to perform military tasks in accordance with defined standards.

As per NATO ETEE policy 1, the focus of NATO’s CT&E is to ensure that the Alliance has
a coherent set of deployable, interoperable and sustainable forces that are equipped,
trained, exercised and commanded to meet NATO’s level of ambition.

b. Collective Training. Collective Training develops FE basic performance through

information sessions and procedural drills. There are two categories of Collective Training:
Academics and Battle Staff Training (BST).

c. Exercises. Exercises develop FE advanced performance through the planning and

conduct of live or simulated operations. There are three categories of exercises: Crisis
Response Planning (CRP) 2, Deployment Exercise (DEPLOYEX) and Employment
Exercise (EMPLOYEX).

d. Training Progression. An exercise training progression is a set of complementary

and progressive training activities aligned through a unique EP. An exercise training
progression forms a training sequence usually starting with some Collective Training
activities and culminating in one or several Exercise activities.

1-2. Exercise Process. The quality and effectiveness of CT&E activities is achieved through
a robust EP structuring exercise preparation and execution. It is composed of four stages:
Initiation (Stage 0), Specification (Stage 1), Planning (Stage 2) and Conduct (Stage 3). It is
synchronized with feedback processes such as training, assessment, evaluation, and capability
integration.

Figure 1-1 – Exercise Process stages

1Reference A.
2Exercising of CRP may contain an Operations Plan Adjustment Process, or NATO Crisis Response Process (NCRP
Baseline Model, Fast Track Decision-Making, or Accelerated Decision-Making).
5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

The Exercises ambition is to replicate operations according to the logic of “train as you fight, fight
as you train”. However, they do not benefit from the same level of attention and resources. The
preparation and conduct of an exercise is therefore relying on a long and iterative EP promoting
synergies and optimizing the use of peacetime scare resources.

The three preparatory stages (0 to 2) progressively detail and confirm exercise’s ambitions,
resources, and responsibilities. Therefore, the subsequent stage amplifies and consolidates the
output of the previous one.

a. Preliminary Remarks

(1) Each stage comprises a methodical series of actions in order to develop the
major deliverables of that specific stage.

(2) Stage 2 overlaps and has connexions to the exercise Conduct stage (Stage
3) when the exercise is composed of several CT&E activities.

(3) Pending on the complexity of an exercise, a full EP may require up to a 24-

Month period.

(4) Exercise Feedback Processes run in parallel to EP and are synchronized

with it via EP products.

(5) The four EP stages are described in general terms in below paragraphs and
detailed in the annexes to this document.

b. Stage 0 – Initiation. Stage 0 is the preparatory stage for exercise development. It

confirms key responsibilities and sets the maximum level of ambition and resources that
the exercise can afford within the multi-year programme. Starting from the short concept
that was drafted in the multi-year documents, it ends with the delivery of the Exercise’s
Initiation slides-package (EXINT). Stage 0 is led by the Officer Scheduling the Exercise
(OSE), who is supported by the pan-HQ and cross-functional OSE led Exercise Board (EB)
and Exercise Group (EG) as well as the OSE HQ internal Exercise Team (ET).

c. Stage 1 – Specification. Stage 1 details exercise responsibilities, ambitions and

resources within the Exercise Specification (EXSPEC), forming the first document binding
key stakeholders. Stage 1 is led by the OSE, supported by EB, EG, and ET.

d. Stage 2 – Planning. Stage 2 is the venue for planning the delivery of these CT&E
activities scheduled for Stage 3. Scenario modules are being developed and released
ahead of each CT&E activity whereas the Exercise Plan (EXPLAN) will focus on the
construct of the culminating exercise. The Officer Conducting the Exercise (OCE) leads
Stage 2, supported by the EB, EG and OCE HQ Exercise Team. OCE ensures
coordination with OSE throughout Stage 2. The OCE may delegate parts of this stage to
the Training Audience (TA) or, if designated, to the Officer Directing the Exercise (ODE).

e. Stage 3 – Conduct. Stage 3 covers the conduct by the Exercise Control (EXCON)
organization and reporting by the OCE of these CT&E activities scheduled in the training
progression. The latter is a set of training blocks sequenced in order to best meet TA

6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

training requirements within available resources. Figure 1-2 provides an overview of the
six types of training blocks 3.

Figure 1-2 – EP Stage 3 training blocks.

f. Summary Matrix for EP Stages, Opening Documents, Commanders Validation

and Deliverables. Each stage has an opening document, a conference to consolidate the
main products and a Validation Meeting (VM) to validate the EP stages deliverables. It
starts top-down and continues bottom-up. Conferences in the EP are regularly meetings

3For ease memory, the Training Blocks are named and labelled with letters from “A” to “F”. The Training Block labels
are umbrella terms and comprise several activities to be selected as required. Training Block C (CRP) comprises for
example an Operations Plan Adjustment Process (OPAP), or a NATO Crisis Response Process (NCRP) training.
7
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

that convene for more than a day. Figure 1-3 summarizes the relation of EP stages,
opening documents, commanders’ validation and deliverables.

Figure 1-3 – EP stages summary matrix.

1-3. Relationship between Programming and the Exercise Process. Often described in
purely linear terms (Requirements, Programming and Exercise Planning), the CT&E continuum
is in fact more agile than this description suggests. The length of time it takes to plan a complex
exercise and the requirement to give Allies a minimum of 3 years visibility of the exercise
programme exacerbates this linear understanding. However, while the component parts are
conceptually linear, the reality is that they are continual and overlapping. The Military Training
and Exercise Programme (MTEP) and the CT&E Directive provide the Exercise Concept used to
initiate NATO Exercises. In the course of the EP, requirements and resources may be added to
or pulled out of an exercise in order to balance the exercise programme, to seize opportunities,
or to cope with contingencies. Additional training requirements should be limited during the
exercise Planning Stage and denied at the exercise Conduct Stage where they put the exercise
at risk. See Figure 1-5 at the end of chapter 1.

1-4. Exercise Feedback Processes. The preparation for crisis response and collective
defence operations relies above all on the findings from major exercises centred on realistic and
challenging scenarios. Hence, the importance, for the Alliance, of applying an enhanced
exercise’s feedback system. It deals with four categories of findings organized via dedicated
documents and synchronized throughout the EP and via EP deliverables. See below description
and Figure 1-6 at the end of chapter 1.

a. Training Process. The findings related to the progression of the training audiences
are drawn from the training process run by a Trainer Team (TT). They enable the steering
of the exercise play by the OCE/ODE and the review of training plans by each TA during
their Validation Meeting 3 (VM-3).

b. Internal Assessment Process. The findings related to the organization of TA and

EXCON are drawn from the internal assessment process conducted by TA
Divisions/Branches and EXCON cells at the end of each training activity. They enable TA
and OCE/ODE to improve their internal organization for future operations or exercises.

c. Evaluation Process. The findings related to the readiness of the units due to
assume standby responsibilities for NATO are drawn from the evaluation process run by
an Evaluation (EVAL) team. They enable the force commanders to certify readiness to
SACEUR.

8
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

d. Capability Integration Process. The findings related to crosscutting and pan-HQs’

strength and weaknesses in capabilities are drawn from the Capability Integration (CI)
process run by a CI Team. They enable SHAPE and HQ SACT to confirm current and
future capabilities during exercises.

e. Only training and internal assessment are mandatory.

f. All these processes are initiated by the leadership, prepared and conducted by the
staffs. The findings collected and analysed during the training blocks are then presented
to the leadership for exploitation. Selected findings are turned into Lessons Identified (LI),
thus informing the Lessons Learned (LL) process.

g. Annex G details these feedback processes.

1-5. Flow of Exercise related Processes. The flow of exercise related processes, starting
with an orientation provided in multi-year and multi-exercises documents, databases and tools,
via programming, then passing through the Exercise Process and culminating in the Exercise
Feedback processes is depicted at Figure 1-7.

1-6. General Roles and Responsibilities. The exercise lifecycle is a continuous cross-
functional and pan-headquarters process led by the commanders and facilitated by the training
experts (J7/A7/G7/N7/S7).

a. Key Individual Responsibilities

(1) Leadership in NATO Exercise Lifecycle. Early exercise ownership of

commanders and involvement of senior leaders in the exercise lifecycle is key for
well-informed decisions along the lines with the exercise concept development,
planning and execution. Senior leader and commanders provide Direction and
Guidance (D&G) to exercise planners for EXINT, EXSPEC, EXPLAN and local
Exercise Orders (EXORDs) 4 development, partner involvement, Strategic
Communication (StratCom), or high visibility events (such as Distinguished Visitor
Days (DVD)). Commanders attend certain exercise milestones preparation and
execution events and validate at the commanders’ level, major deliverables
contents such as the EXINT, EXSPEC, EXPLAN and Exercise Report (EXREP).
OSE, OCE and ODE key roles and networking are explained below.

(2) Officer Scheduling the Exercise. The OSE is the commander who:

(a) Reviews the exercise concept.

(b) Schedules the EP events.

(c) Directs the EP for stages 0 and 1.

(d) Oversees the EP for stages 2 and 3.

4 EXORD in the form of individual TA HQ COS order for respective commands.

9
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(e) Ensures the exercise is adequately resourced.

(f) Validates the exercise results.

The OSE may also serve as OCE and/or the TA commander. The OSE is in the
leading role for the Steering Group (SG), EB and EG during Stage 0 and Stage 1,
hence steering the production of the EXINT, EXSPEC and related products.

(3) Officer Conducting the Exercise. The OCE is the commander who:

(a) Supports the EP for stages 0 and 1.

(b) Directs the EP for stages 2 and 3 in close coordination with OSE.

(c) Reports the exercise results to the OSE.

The OCE can be an Allied Command Operations (ACO) commander or a national

commander. The OCE can also be the TA commander or a participant. The OCE
is in the leading role for the SG 5, EB and EG during Stage 2 of the EP.

(4) Officer Directing the Exercise. The ODE supports the OCE for the detailed
planning and overall conduct of the exercise by creating the conditions 6, which allow
the achievement of the Exercise Aims (EAs) and Exercise Objectives (EOs). When
no ODE is appointed, the responsibilities default to the OCE; nonetheless, the OCE
will still need to designate an Exercise Director (EXDIR) internally to cover those
responsibilities. ODE role is normally provided by a training centre.

(5) Exercise Director. The EXDIR, proposed by the OCE and approved by the
OSE, is the senior officer responsible for the overall direction and control in support
of the set EAs and EOs as well as the approved Training Objectives (TOs). The
EXDIR will be designated during the exercise initiation stage (Stage 0) in support of
the OCE. The EXDIR will head the EXCON organisation and directs all aspects of
execution of an exercise on behalf of the OCE. An ODE, when designated, is also
the EXDIR.

(6) Director of Evaluation. The Director of Evaluation (DIREVAL) is the senior

officer responsible for the evaluation efforts consistent with OSE and according to
AD 075-013. DIREVAL is independent; however, the efforts are to be coordinated
with EXDIR.

(7) Capability Integration Authorities. Pending the exercise concept, CI

Authorities are responsible for the confirmation of current and future capabilities,
based on findings from the exercise. CI Authorities are independent; however, the
efforts are to be coordinated with EXDIR.

5In case OSE is not a TA, OSE will normally delegate Steering Group responsibility to OCE for stages 2 and 3.
6The ODE will provide the Setting, Scenario, MEL/MIL, Simulation, OPFOR, EXCON Structure, and fill some EXCON
positions. Additionally, the ODE will modify these items as needed during execution to ensure EA and EO
achievement.
10
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(8) Officer of Primary Responsibility. The Officer of Primary Responsibility

(OPR) is the designated staff officer in each HQ, agency and centre with primary
responsibility for coordinating the preparation, execution and analysis of an exercise
on behalf of their commander/director. OPRs must be empowered to act and speak
for their commanders.

b. Exercise Preparation Bodies. There are four types of exercise preparation

bodies. These bodies are the SG, the EB, the EG and several ETs (one team per involved
exercise stakeholder/HQ). This general hierarchy and naming of exercise preparation
bodies is maintained throughout all exercise stages, whoever (OSE, OCE, ODE) is in the
leading role for a dedicated stage. Figure 1-4 depicts the hierarchy of the four exercise
preparation bodies.

Figure 1-4 – Exercise Preparation Bodies

(1) Exercise Steering Group. The SG is the venue for exercise commanders
and senior leaders to be informed on current and approaching exercise lifecycle
forthcomings and points for decision. Commanders and senior leaders may take
decisions already during the steering group meeting and may provide further D&G.

(2) Exercise Board. OSE, OCE, ODE and major stakeholder OPRs convene
when necessary in the EB in order to review and analyse relevant initiating D&G or
document for each stage of the EP, and to coordinate the development of specific
major deliverables for each EP stage. The EB reports to the SG, thereby requesting
and supporting the commanders’ decisions during the EP. The EB forms the core
of the EG.

(3) Exercise Group. OPRs and functional representatives/SMEs convene in

the EG. The EG drafts and develops the EXINT, EXSPEC, EXPLAN.

(4) Exercise Teams. Each exercise stakeholder entity/HQ establishes a

dedicated ET to support the own entity/HQ at all stages for exercise preparation

11
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

purposes. The ETs are composed of the local OPR and the functional
representatives.

c. Exercise Execution Bodies

(1) Training Audiences. There are two different types of TAs, the Primary
Training Audience (PTA) and the Secondary Training Audience (STA). Collectively,
the PTA and STA are referred to as the TA.

(a) Primary Training Audiences. The PTAs are those force elements
identified in the multi-year exercise documents as the main focus of the
exercise, confirmed in Stage 0 and laid down in the EXINT (if not confirmed
in Stage 0, at least in early Stage 1 and laid down in EXSPEC). Exercise
design, resources and conduct are managed to meet the PTAs training
requirements. Being PTA implies to be challenged to the maximum extent
possible, in several areas chosen by the Commander (e.g., Crisis
Establishment integration with Reinforcement Mechanism 7, capable
opposed forces, business continuity following a strike, 24/7 battle rhythm 8,
autonomous deployment, Command Post relocation, etc.).

(b) Secondary Training Audiences. The STAs are those force

elements identified in the multi-year exercise documents, confirmed in Stage
0/Stage 1 and laid down in the EXINT/EXSPEC as the secondary focus of
the exercise. Exercise design, resources and conduct within means and
capabilities are managed to meet the STAs training requirements. Being
STA implies to be challenged to a manageable extent.

(2) Exercise Control. EXCON is the organization controlling the conduct of an

exercise in its three main aspects: real support, content delivery and training. It is
led by the EXDIR, supported by the chief of the EXSUP, the chief of the Exercise
Content (EXCO) and the chief of the Trainer Team (chief TT).

1-7. Significant Products to manage Exercises. The development of Training Plans, EXINT,
EXSPEC, EXPLAN, as well as EOs and TOs are defined in this Bi-SCD 075-003 document.
CT&E training blocks, as well as formats of involvement are described in this directive.
Instructions concerning planning and conduct of different training blocks are given in the annexes
to this document. Information pertaining to developing and scripting of the exercise play, and
actions in line with resourcing requirements or the Exercise Feedback processes are in respective
annexes. The main principles for efficiently managing key resources and developing cost-efficient
solutions (exercise linking and multi-tier exercises) are described in this document.
Considerations regarding managing exercise key resources have to include capabilities and
capacities of exercise supporting and enabling elements/entities, as they often provide support to
multiple exercise venues in parallel.

7 Refer to SH/COM/COS/OAC/19-004566 BI-SC NATO Command Structure Adaptation – Additional Tasking, dated
01 December 2019.
8 Refer to SH/PLANS/J7/TRX/IK/23-014280, Requirement to exercise over 24 hour periods, dated 23 June 2023.

12
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

a. Multi-year and Multi-exercises documents leading to an Exercise Concept.

Multi-year and multi-exercises documents should dictate for the overall requirements, EAs
and exercise parameters in order to enable exercise programmers to coordinate exercise
programmes and anticipate the need for time critical resources. This information will then
orient the EP Initiation (Stage 0).

b. Aims and Objectives, focusing training and resources

(1) Exercise Aims. EAs come from the multi-year exercise documents and are
aligned with political and strategic level guidance for ETEE 9. They list the individual
and collective aims assigned to key stakeholders by the requirement authority and
are confirmed by the OSE to initiate the exercise process.

(2) Exercise Objectives. The EOs describe to what extent the TA are exercised
in each Main Capability Area (MCA) and serve to focus exercise preparation,
conduct, and analysis to ensure that specific operational requirements are met
within available resources. The EOs are defined by the OSE based on the overall
strategic/operational vision, aim and intent for the exercise.

(3) Training Objectives. A TO is a desired goal expressed in terms of TA

performance under set conditions related to a defined standard. TOs are drafted
by TAs and approved by the OCE. The development and use of TOs, to include
standing TOs 10, is described at Annex J.

c. Opening documents, setting terms of reference for each EP stage

(1) OSE Guidance. The OSE Guidance for the exercise contains OSE up-to-
date direction and guidance for the approaching exercise and respective exercise
process. It sets roles and responsibilities, and lines to take during the exercise
process. The OSE guidance is the order to the OSE led EB and EG and the ET of
the OSE’s Headquarters. The OSE Guidance is the administrative input
document 11 for the Specification stage (Stage 1) of the Exercise Process. The OSE
Guidance is published in tandem with the EXINT, which in turn contains exercise
facts, EAs and draft EOs. The OSE Guidance remains in force for the entire EP
and provides together with the EXINT and EXSPEC the persistent boundaries for
the exercise methodology and delivery of the specific exercise, as set by the OSE.
OCE, ODE, TA and supporting elements are to adhere to these boundaries. A
deviation from this is only possible with extant approval by the OSE.

(2) OCE Guidance. The OCE Guidance for the exercise is the order to the OCE
led EB and EG for the conduct of the Planning stage (Stage 2) of the EP. It contains
the delineation of roles and responsibilities pertaining to the execution of exercise
planning main events (such as the Initial Planning Conference (IPC), Main Planning
Conference (MPC), and Final Coordination Conference (FCC)) and the

9 Foundational documents and guidance influencing Exercise Initiation and Exercise Specification development are

described in Chapter 2, paragraph 2-7 of this document.

10 Standing TOs are intended to provide “70%(+)” solution for TOs and are means to streamline and improve the TO

development process and the quality of TOs.

11 Focus on EP methodology and how to produce EP deliverables.

13
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

development of the EXPLAN. The OCE Guidance is the input document for Stage
2. The OCE must continuously be aligned with the OSE intent.

(3) Local Exercise Order. The local EXORDs are the orders that direct the
conduct of the exercise and are issued by the individual TA HQs for their respective
force elements. The local EXORD is the starting document for the TAs regarding
the Conduct stage (Stage 3) of the EP. The TA must continuously be aligned with
the OSE intent.

d. Deliverables, detailing exercise’s ambitions, resources and responsibilities

(1) Exercise Initiation. The EXINT is the product of Stage 0, promulgated by

the OSE. It confirms the Overall Requirements, EAs, Exercise Parameters and
major milestones. It also contains draft EOs.

(2) Exercise Specification. The EXSPEC is the product of Stage 1,

promulgated by the OSE. It amplifies EXINT and specifies exercise ambitions,
training progression, resources and responsibilities.

(3) Exercise Plan. The EXPLAN is the product of Stage 2, promulgated by the
OCE. It amplifies EXSPEC and provides specific detail for exercise conduct.

(4) Exercise Report. The EXREP is the product of Stage 3, promulgated by the
OCE. It assesses to which extent the exercise ambitions where met (EA, EO, TO)
and the use of resources optimized.

14
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure 1-5 – Relationship between Exercise Programmers and Planners

15
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure 1-6 – Overview on Exercise Feedback Processes categories and ends, ways, means

16
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure 1-7 – Flow of Exercise related Processes

17
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

CHAPTER 2 - NATO COMMAND STRUCTURE AND NATO FORCE STRUCTURE ROLES

AND RESPONSIBILITIES

2-1. Introduction. Chapter 2 provides more detailed guidance on dedicated ETEE and CT&E
roles and responsibilities of NATO Command Structure (NCS) and NATO Force Structure (NFS)
entities. Besides Bi-SCD 075-003, there are other directives (see Figure 2-1 below) to guide
NATO ETEE. These documents are connected to Bi-SCD 075-003, and contain supplementary
D&G in dedicated capacities. Where dedicated Bi-SC or ACO Directives provide most recent
information on their subjects, Bi-SCD 075-003 will not go into details, but refers/links to the other
directives. Figure 2-1 depicts Bi-SCD 075-003 place within this series of documents. All
references are listed at Annex B to Bi-SCD 075-003.

Figure 2-1 – Bi-SCD 075-003 place within NATO ETEE related documents

2-2. Relationships between the Strategic Commanders for NATO Collective Training &
Exercise. Up-to-date ETEE and CT&E responsibilities and roles of the two Strategic Commands
(SCs) are generally described below:

a. SACEUR responsibilities

(1) Define prioritised CT&E requirements.

(2) Develop CT&E policy.

(3) Develop NATO Military Training and Exercise Programme.

18
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(4) Maintain NATO Common Exercise Picture (CEP).

(5) Design Multi Domain Exercises (MDX).

(6) Provide guidelines on LL.

(7) Define evaluation policy and supervise evaluation of HQs nominated in a

Long Term Commitments Plan (LTCP) or alike Force Structure Requirements.

(8) SACEUR acts as the OSE for strategic- and operational-level headquarters
exercises (e.g. STEADFAST series).

b. SACT responsibilities

(1) Contribute to CT&E with doctrine and experimentations.

(2) Define JWC, JFTC, JALLC Programmes of Work (POW).

(3) Scenario development.

(4) Supervise individual training.

(5) Global programming.

(6) Direction, guidance, and venue coordination for the integration of

experimentation activities in CT& E events as well as collective training support by
ACT entities such as the Joint Warfare Centre (JWC), Joint Force Training Centre
(JFTC) and the Joint Analysis and Lessons Learned Centre (JALLC).

2-3. ACO Entities – Roles and Responsibilities

a. SHAPE Management Directorate. SHAPE Management Directorate (MGT)

retains the overall responsibility for Information Knowledge Management (IKM) for the
exercise, delegating actions where appropriate. They endorse the exercise Information
Exchange Requirements (IER). Exercise related IKM support is detailed at Annex P.

b. SHAPE J10 Strategic Communications Division. SHAPE J10 Strategic

Communications (J10 STRATCOM) Division develops strategic direction and guidance to
inform and deliver coordinated and effective communications activities at the operational
and tactical level, and will expose non-communicators to the StratCom process,
communication capabilities, and their relevance to all activities in order to reinforce their
importance for Alliance operations. Exercise related StratCom considerations are detailed
at Annex V.

c. SHAPE Cyberspace Directorate. SHAPE CYBERSPACE will retain the overall

responsibility for the assessment and prioritisation of Communication and Information
Systems (CIS) requirements and the arbitration of conflicts if not all CIS requirements for
different events can be fulfilled. The CIS planning for the exercise support will be done
under the coordination of SHAPE CYBERSPACE (CIS Coordinating Authority) in
cooperation with both service providers, the NATO Communications and Information (NCI)
Agency and the NATO Communications and Information System Group (NCISG).
19
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

d. SHAPE Plans Directorate

(1) SHAPE PLANS J7 coordinates ACO training requirements and delivers

cross-functional and pan-HQ collective training, exercises, and evaluation for Multi-
Domain Exercises (MDX).

(2) SHAPE PLANS J7 Future Plans Requirements (FPR) branch collects the
operational training requirements, and coordinates the development of documents
that affect the EP such as, but not limited to, SACEUR’s Guidance for ETEE (SGE),
SHAPE annual CT&E Directive and the SHAPE eRepository associated with CT&E
Direction & Guidance. Thus, FPR products and SMEs are crucial for the EP Stage
0.

(3) SHAPE PLANS J7 Training & Exercise (TRX) branch develops the MTEP
including MTEP budget, delivers NATO MDX, and organizes SHAPE internal
training and strategic level Key Leader Training (KLT). J7 TRX provides exercise
programmers and exercise planners to include OSE OPR for MDX, thereby leading
exercise initiation & specification and supporting exercise planning & conduct.
SHAPE PLANS J7 TRX is the custodian of the EP and therefore, supervises the
Exercise Planning Courses.

(4) SHAPE PLANS J7 Evaluation (EVN) branch manages joint evaluations and
oversees domain evaluations.

(5) SHAPE PLANS J5 develops strategic direction and guidance based on

NATO, standardization, CBRN defence, counter-terrorism and arms control
Strategic plans and policies in order to reinforce their importance for Alliance
operations.

e. SHAPE Operations Directorate

(1) SHAPE OPS J3 provides overall direction on the activation and execution of
plans and provides direction on the way in which NATO executes its plans and
assesses progress using operational assessment.

f. SHAPE Partnerships Directorate. Partnerships Directorate (PD) provides the

binding mechanism for Partners and Non-NATO entities (NNEs) involvement in
exercises 12. This embraces information management and exchange between SHAPE and
Partners/NNEs, budget management in the realm of partner participation in dedicated
activities and exercises and other exercise related coordination with Partners/NNEs.

(1) SHAPE PD J9 acts as the coordinating body on behalf of both SHAPE and
HQ SACT to coordinate the involvement of Non-Military Actors (IOs/ NGOs/GOs) in
NATO exercises. Details are provided in Bi-SCD 075-009.

(2) SHAPE PD Military Cooperation (MIC) Division coordinates and supports

inter alia partner involvement in NATO exercises while providing strategic command

12SHAPE PD MIC deals solely with Partners, and PD J9 CIMIC looks after IOs/NGOs/GOs. This leaves other entities
e.g. Non-NATO countries that do not meet definition for NATO Partners out of SHAPE remit and NATO HQ
International Military Staff (IMS) takes the lead of processing those requests.
20
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

advice to military cooperation programmes. Details are provided in the

Management Guidance on MilCoop 13.

g. Joint Force Commanders. The Joint Force Commanders regularly act as OCE
for a NATO MDX and may be OSE for smaller scale exercises. When no ODE is
designated, they must fulfil this role.

h. NATO Command Structure - Single Service Commands. The NCS Single

Service Commands (SSCs) regularly act as OCE for a NATO MDX and are OSE for
Domain or Functional smaller scale exercises. They can also fulfil the role of ODE for Live
Exercises (LIVEX). Within their domain, they are the evaluating authority in accordance
with respective ACO Force Standards (AFS).

i. Allied Special Operations Forces Command. The Allied Special Operations

Forces Command (SOFCOM) will provide Special Operation Forces (SOF) subject matter
expertise and support to NATO training events and exercises as specified in the SGE and
MTEP, then updated at the MTEP Planning Boards (MPB). SOFCOM will facilitate and
enable SOF contributions to NATO MTEP approved exercises throughout the planning and
execution process.

j. Joint Support and Enabling Command. The Joint Support and Enabling
Command (JSEC) may act as OSE for JSEC owned events and may fulfil the role as OCE
for NATO exercises, if tasked and resourced by an OSE. Additionally, JSEC will support
exercise planning processes and the SHAPE led evaluation process within its domain.

2-4. ACT Entities – Roles and Responsibilities

a. HQ SACT. HQ SACT is responsible for:

(1) Development and implementation of SACT’s annual guidance on the delivery

of innovation and alliance operational capability.

(2) Management of setting and scenario development in support to SHAPE.

(3) Direction, guidance, and venue coordination for the integration of

Experimentational Activities within the Capability Confirmation work strand.

(4) Develop and maintain a 3-year Warfare Development in Exercises (WDiE)

rolling POW 14.

b. Joint Warfare Centre and Joint Force Training Centre. As directed by SACT,
the JWC and JFTC plan, prepare and execute CT&E in accordance with SACEUR’s
requirements. They support NATO concept development, experimentation, LL and
doctrine development processes in facilitating the integration of transformational activities
in the areas of experiments, concept development and doctrine, and providing exercise

13 The Military Partnerships Directorate Management Guidance (MPDMG) dated 21 January 2013 is under revision
and may be promulgated as a new ACO Manual (AM), Management Guidance on Military Cooperation, in 2023.
14 The Warfare Development in Exercises (WDiE) is the alignment of the exercise regime with Warfare Development

Agenda. This alignment will enable exercises to continue to ensure that Allies are able to meet NATO’s level of
ambition, and to demonstrate that capability for deterrence purposes.
21
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

feedback to improve NATO’s capabilities, interoperability, and operational effectiveness.

When JWC/JFTC is designated as ODE for an exercise, the OCE and ODE will coordinate
efforts to enable setting the conditions for achievement of the EAs, EOs, and TOs. For
exercises where JWC/JFTC is assigned as ODE, JWC/JFTC will provide the following:

(1) Training blocks A (Academics) and B (Battle Staff Training). Although

training block A and B are the responsibility of the TA, JWC/JFTC can provide
advice and support.

(2) Training block C (Crisis Response Planning). Deliver inputs and provide
expertise in support of TAs’ CRP. In exercises where SHAPE is not participating
as TA, JWC/JFTC will replicate the strategic level within means and capability.

(3) Training block E (EMPLOYEX). Plan, organise, direct (as the EXDIR), and
deliver products to support the achievement of exercise, experimentation, and TOs.

(4) Exercise Feedback Processes. Support OCE in the capture and

documentation of exercise feedback processes’ deliverables.

(5) The detailed ODE support will be included as part of the EXSPEC.

c. Joint Analysis and Lessons Learned Centre. The JALLC enables and supports
NATO HQs to fulfil their responsibilities to implement the NATO LL Process as described
in the Bi-SCD 080-006. The JALLC does so through the provision and management of the
NATO LL Portal (NLLP), the delivery of LL training, and the provision of LL advice and
guidance.

JALLC exercise support for an exercise may be requested from the OSE/OCE to HQ
SACT. HQ SACT will prioritize which exercises the JALLC will support and will task JALLC
exercise support/the annual JALLC POW, or an out-of-cycle letter. JALLC exercise
support may enable and support the OSE/OCE to fulfil their responsibilities to implement
the NATO LL Process based on the findings of the exercise feedback processes.

The JALLC may also be requested to reinforce Capability Confirmation Teams.

Finally, the JALLC conducts analysis to enhance NATO’s organizational learning. JALLC
analysis requiring data collection at an exercise may be requested to HQ SACT according
to the direction in Bi-SCD 080-091. HQ SACT will prioritize which analyses the JALLC will
conduct and will task JALLC analysis in the annual JALLC POW, or an out-of-cycle letter.
The JALLC will coordinate the requirement for JALLC analysis data collection at the
exercise with the OSE/OCE as early as possible. JALLC analysis will result in a JALLC
Analysis Report. The JALLC Analysis Report is not an exercise report, and will not usually
be produced according to the exercise analysis and reporting timelines.

2-5. Exercise Linking. Reference A provides detailed D&G pertaining to the policy and
coordination of exercise linking with Allies as well as for partner and NNE involvement in NATO
exercises or NATO involvement in partners and NNEs training activities and exercises.

2-6. Particular Roles and Responsibilities in line with Partners and NNE involvement

22
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

a. SHAPE Partnerships Directorate. SHAPE PD is a crucial body to coordinate

Partners and NNEs’ involvement in training and exercises. PD J9 Cooperation and Liaison
Division is the point of contact concerning specific NNEs, namely, IOs/NGOs/GOs on the
strategic level. PD MIC division is the point of contact on the subject of military entities,
such as for partner nations military cooperation. Along the lines of the exercise process,
PD MIC is inter alia accountable for processing requirements of NATO document releases
to partners, information management between NATO and partners, Partners VISA support
requests or financial assistance requests for partners to participate in exercise related
events. PD MIC provides support to coordinate partnership activities (involvement in
exercises), event invitation management and other partner related requirements along the
lines of the Partnership Coordination Menu (PCM), backed by the electronic Partnership
Real-time Information Management and Exchange System (ePRIME). See References E
and JJ. Consider as well further details provided in reviewed and anticipated novel ACO
Manual/Management Guidance on Military Cooperation.

b. Officer Scheduling the Exercise. OSE, supported by the EG is to coordinate

partners and NNE involvement in exercises with SHAPE PD J9 and SHAPE PD MIC to
ensure NNEs and partner nations are involved as early as possible in the exercise process
in accordance with NATO policy. The OSE should ensure that the NATO documents
required for release to partners participating in the exercise are identified and released as
soon as practicable according to extant rules and procedures iccw SHAPE PD MIC.
Partner participation in a LIVEX may include the determination of the requirement for a
Pre-Exercise Quality Threshold Evaluation (PETE). OSE coordinates initial IO/GO/NGO
involvement with SHAPE PD J9. Procedures and process for partners and NNEs
involvement are laid out in Reference A. Reference E provides D&G specifically on
IO/GO/NGO involvement. For partner involvement, refer to the Management Guidance on
MilCoop.

c. Officer Conducting the Exercise. Regularly, the OCE is the Action Authority (AA)
for NATO exercise events open to partners and has to assess in which exercise milestone
events partners should participate and consequently create/maintain the event in ePRIME.
When OCE is not established with a military partnership element (likewise the partner
nation itself acts as the OCE), OSE has to take the AA role. OCE, supported by the EG
determines requirements for IO/NGO/GO involvement in the exercise and coordinates
required staffing, invitation, and reporting with SHAPE PD J9. After SHAPE invited or
established initial contact with desired IO/GO/NGO on the strategic HQ level, OCE iccw
ODE will coordinate all necessary follow on needs about the IO/NGO/GO participation in
dedicated exercise events. This includes participation in exercise planning events (such
as conferences/meetings), product development for the exercise conduct (such as
scenario scripting) and the exercise conduct.

d. Officer Directing the Exercise. ODE involvement and consultation during partner
and NNE involvement decisions is essential to ensure value added training opportunities
fit within the planned setting.

2-7. Foundational documents and guidance influencing Exercise Initiation and Exercise
Specification development. Following the aforementioned statements on roles and
responsibilities, the development of the EXSPEC is the responsibility of the OSE. It is policy, that
for any reasons, Allies retain the right to request case-by-case MC endorsement and NAC

23
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

approval for NATO EXSPECs. Hence, the EXSPEC will be provided to superior command levels
and to the MC and NAC as required. There are a number of foundational documents and
guidance that are reviewed during Stage 0 in order to check that framework conditions of
upcoming exercises are still valid or exercise parameters/priorities have to be amended. The
EXINT document/documentation provides, as a Stage 0 product, the synchronised and up-to-
date D&G on exercise priorities and parameters for subsequent specification development. The
latest records and guidance is to be consulted in order to develop the EXSPEC during Stage 1 of
the EP. These may differ for strategic, operational, and tactical level exercises. For NATO
exercises, these include (but are not limited to):

a. ACO Forces Standards. AFS Volumes I, II, III, IV, V, and X promulgate the HQs
and forces’ standards for the essential operational capabilities, interoperability, and
flexibility as defined in Reference K. AFS Volumes VI, VII, VIII, IX, and XI promulgate the
ACO evaluation programmes and associated evaluation criteria under which SACEUR and
subordinate ACO commanders carry out their “MC 0458/4 responsibilities” for planning,
execution, and reporting of evaluations of the readiness, capabilities, and performance of
their HQs and forces. Standing Training Objectives of FEs are derived from the AFS.

b. SACEUR’s Guidance for ETEE. The SGE provides SACEUR’s strategic mission,
intent, and guidance on ETEE with a horizon out to 10 years. SGE will be reviewed
annually and updated depending on the security environment, reviews of NATO’s military
strategy, Allied concepts, force structure (e.g. new force model and force structure
requirements), and plans development (e.g. Subordinate Strategic Plans (SSPs) and
Regional Plans (RPs)), which may dictate a change for strategic guidance on ETEE.

c. CT&E Annual Directive. The CT&E annual directive will be published by COS
SHAPE to supplement SGE and provide further direction and guidance for Collective
Training and Exercises to be scheduled during the four following years. It primarily
contains:

(1) A strategic four year training plan for NCS and NFS FEs, highlighting the
rotation of priorities and efforts across FEs, levels, regions, domains, and plans.

(2) The concept for the main exercises scheduled at actual year plus three
years.

(3) NCS and NFS Evaluation plan.

d. eRepository. A digital database known as the eRepository has been developed to

underpin SGE and the annual CT&E Directive with important management information.
This database, approved by COS SHAPE, will be reviewed and updated as and when
supporting information evolves.

e. Force Structure Requirements. As per Reference D, SACEUR’s CT&E training

programme is aligned to the Force Structure Requirement and the outputs of DSACEUR’s
Force Sourcing Conferences.

24
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

f. Military Training and Exercise Programme. The purpose of the MTEP 15 is to

develop, schedule, synchronise, and publish prioritised NATO exercises and nationally
declared exercises. It is published annually and covers a period of four years. It provides
detailed information 16 for all CT&E activities scheduled for the first two calendar years with
outline information for the following two calendar years. The MTEP designates the
commanders to serve as the OSE, OCE, and the ODE as well as the TA. An exercise has
to be included in the MTEP to be eligible for NATO common funding. Relevant parts of
the MTEP are also published in the PCM. The electronic Military Training & Exercise
Programme (eMTEP) provides, for all CT&E planners in all levels of NATO and the nations,
a near real-time, transparent, and sustainable programme to consult in the construction of
their respective exercise programmes. The MTEP is staffed through and promulgated by
SHAPE. The exercise is created by the exercise programmer in eMTEP as soon as
possible following the military programming cycle. The exercise information is updated
once during the exercise process by the OSE OPR after EXSPEC release. Details on
MTEP roles and responsibilities as well as procedures are provided in Reference I, the
respective MTEP directive.

g. ACT Collective Training Support Programme of Work. The Collective Training

Support (CTS) POW is a prioritised list of CTS requirements to be executed by HQ SACT,
JWC, and JFTC. Essentially, it is the ACT and JWC/JFTC’s initial estimate of support to
specified CT&E. The vast majority of the requirements are provided by ACO; however,
elements of ACT may also add their own requirements. The CTS POW is published on a
two year planning horizon and is updated annually as a function of the MTEP development
process. The execution of the CTS POW is subject to formal budgetary provisions in order
to commit and spend common funds.

15 The MTEP includes the MTEP, Electronic MTEP (eMTEP), and the MTEP Open to Partners and Non-NATO
Entities (OTP& NNE).
16 Overall requirement, Exercise Aims, Exercise Parameters.

25
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

CHAPTER 3 - NATO EXERCISE PROCESS METHODOLOGY

3-1. Introduction. Exercise developers and Subject Matter Experts (SMEs) find in the annexes
the detailed procedures, instructions and data on each stage of the EP and on each supporting
functional area.

3-2. Progressive Exercise Construct. The four-stage EP is based on an iterative review of

exercises’ ambitions, resources, and responsibilities. Figure 3-1 at the end of this document gives
an idea of the progressive level of detail obtained as the EP unfolds.

Annexes provide estimations of the duration of each stage and how much in advance of the
execution certain products ought to be ready. For MDX, the assessment is that Stage 0 may
require, situation dependent, two month for a fully flagged Stage 0. Stage 1 lasts around six
months and Stage 2, 6 months for a Computer Assisted Exercise (CAX) and up to 9 months for
a LIVEX involving troops.

These estimates are based on the assumption that the exercises are generally developed without
re-using products from previous exercises and the SMEs are not exclusively devoted to EP, but
must combine it with other work. By the contrary, it is possible to reduce the EP to some extent,
but there are limiting factors that preclude a shortening of the process below certain limits, such
as budget allocation and CIS.

3-3. Assumptions 17. There will be some gaps in information and knowledge during the EP
with regards to Doctrine, Force Generation and Participation, Training Requirements, and
Resources. In these cases the EG may find it necessary to make certain assumptions as a basis
for further analysis or planning. To be valid, an assumption must be logical, realistic, and
necessary for the planning to continue. Assumptions should be rigorously reviewed and kept to
a minimum. While an assumption allows planning to continue, it is also a weakness in the
structure of the plan and should be treated as a risk and recorded and analysed as such. The
EB will control assumptions and ensure that they are regularly reviewed and validated by the
Commanders at least at each VM. The assumption, followed by a justification also enables to
record key decisions.

a. Example 1: “RRC-Fr deploys at JWC with a 200 Pax Robust Response Cell”.
Rational: It is assumed that JWC will have recovered full capacity after constructions. By
the contrary, RRC-Fr deploys to France. Decision expected not later than 7 June 2025.”

b. Example 2: “NFS JFAC will be trained and evaluated in STEADFAST DAGGER

26. Rational: even if AIRCOM would decide who from NCS or NFS provides the JFAC for
real out of area non-article 5 small joint operations, it was decided to use a national JFAC
in this exercise in order to maintain this national capability for NATO.”

17In planning, a supposition made about the current situation and/or the future course of events to complete an
estimate of the situation and decide on the course of action (NATOTerm Record 11970).
26
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

3-4. Useful Points to consider for Exercise Planners

a. Bottom line up front. There are eleven critical points for Exercise Planners to
consider:

(1) NATO Exercises may serve up to four purposes: TA Improvement,

Evaluation, Capability Integration, StratCom. All exercises aim at improving TA
competencies. In addition, some may serve as a venue to evaluate selected FEs
(NATO evaluates higher HQs at least every four years). The most interesting
exercises may also serve Capability Integration based on collective findings.
Moreover, LIVEXs are to be used in StratCom.

(2) In NATO, Evaluation not only supports the certification of FEs, but also
supports TA performance and internal assessment.

(3) Exercise preparation is essential to identify operational gaps and

opportunities.

(4) Commanders may not necessarily be familiar with the EP and decisions take
time. However, the EP and the Exercise Feedback processes must be top-down to
accommodate Commanders’ priorities/challenges. The exercise’s SG is assisted
by the EB.

(5) Exercise Preparation unfold in an incremental manner, balancing five time

ambitions versus resources. (RAPTOR-> Initiation-> Specification-> Planning -
>Conduct). The exercise should be tailored around ambitions in the first place
before considering the resources. Exercise planners should consider the most
ambitious possible exercise from the beginning to set a clear maximum level of
ambition and avoid late changes. Ambitions use to decrease over time and the
exercise becomes more and more manageable.

(6) Exercises cannot be constructed like operations, even though they are
supposed to portray them. Exercises have far less resources and attention in
addition to the need of building an EXCON. Consequently, exercise preparation
takes longer time.

(7) TAs need to be engaged at all stages of the exercise preparation to motivate
them and to tailor the exercise around their training priorities.

(8) Every exercise presents specific challenges and opportunities, even if they
are part of a series of exercises, because the participation differs.

(9) One of the usual challenges posed to exercise planners is to reconcile

operational doctrine and training requirements. A compromise is usually possible,
if the challenge is addressed at the start of the EP.

(10) FEs are challenged through NATO Exercises due to workforce turn-over,
rotation of Forces, multi-nationality and English, and the multiplicity of NATO
procedures and plans. The objectives should be set accordingly.

27
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(11) Exercise Planners cannot wait for all decisions and products to proceed in
the EP. They have to proactively seek for decisions and request experts
contributions.

b. The annexes to this document contain additional practical advice and notes for
Exercise Planners and SMEs. They are indicated in Bold text.

28
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure 3-1 – Progressive exercise construct

29
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

30
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ANNEX A TO
Bi-SCD 075-003
DATED 01 SEP 23

GLOSSARY OF ABBREVIATIONS, ACRONYMS, TERMS AND DEFINITIONS

1. This glossary may include only necessary abbreviations, acronyms, terms and definitions
directly related to the exercise process and used in this Bi-SCD 075-003. Abbreviations are
written in full on their first appearance, regardless if this occurred in the main body or in one of
the annexes. This is valid for the entire document. The glossary contains two appendices and
presents:

2. Abbreviations and Acronyms at Appendix 1.

3. Terms and Definitions used in the exercise process at Appendix 2.

a. Some of these definitions may not have been used elsewhere in this directive but
are included for completeness of the NATO exercise lexicon.

b. Other common abbreviations and acronyms may be found in NATOTerm, the official
NATO terminology database as the ‘one-stop shop’ for all NATO terminology:

(1) On the public internet at https://nso.nato.int/NATOTerm

(2) On the classified network at http://natoterm.hq.nato.int

APPENDICES

1. Abbreviations and Acronyms

2. Terms and Definitions Used in the Exercise Process

A-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

A-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 1 TO
ANNEX A TO
Bi-SCD 075-003
DATED 01 SEP 23

ABBREVIATIONS AND ACRONYMS

AA Action Authority
AAR After Action Review
ABST Assisted Battle Staff Training
ACC Air Component Command
ACROSS Allied Command Resource Optimisation Software System
ACTORD Activation Order
ACTREQ Activation Request (message)
ACTWARN Activation Warning (message)
AD ACO Directive
ADAMS Allied Deployment and Movements System
ADC Aide de Camp
ADCON Administrative Control
ADL Allied Disposition List
ADM Accelerated Decision Making (process)
AFL Allied Force List
AFS ACO Force Standards
AIG Address Indicator Group
AIMS AIFS Integrated Message System
AIS Automated Information System
AJP Allied Joint Publication
ALERTEX Alert Exercise
AOI Area of Interest
AOO Area of Operations
AOR Area of Responsibility
APOD Airport of Debarkation
ARF Allied Reaction Force
AT Advisory Team
ATO Air Tasking Order
BAR Before Action Review
BDA Battle Damage Assessment
Bi-SCD Bi-Strategic Command Directive
BP Best Practice
BR Battle Rhythm
BSM Battlespace Spectrum Management
BST Battle Staff Training
BSX Battle Staff Exercise
BUDFIN Budget and Finance
C2 Command and Control
C2IS Command and Control Information System
C4IS Command, Control, Communications, Computers and Information Systems
CAB Change Advisory Board
CAC Conventional Arms Control
A-1-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

CAPDEV Capability Development (Directorate)

CAX Computer Assisted Exercise
CBRN Chemical, Biological, Radiological and Nuclear
CC Component Command
CC&CS Capability Codes and Capability Statements
CC&S Capability Codes and Statements
CCIR Commander's Critical Information Requirement
CCIR Critical Information Requirement
CDE Collateral Damage Estimation
CE Crisis Establishment
CEP Common Exercise Picture
CET Combat Enhancement Training
CFAO (Bi-SC) Conceptual Framework for Allied Operations
CFE Treaty on Conventional Armed Forces in Europe
CG Command Group
Ch EXCON Chief EXCON
Ch Grey Cell Chief Grey Cell
Ch INTEL Chief INTEL
Ch MEL/MIL Chief MEL/MIL
Ch OPSCEN Chief OPSCEN
Ch Targeting Chief Targeting
ChM Change Management
CHOD Chief of Defence
CI Capability Integration
CI Configuration Items
CICC Capability Integration Coordination Cell
CIMIC Civil-Military Cooperation
CIR Capability Integration Report
CIS Communication and Information Systems
CIS SUPPLAN CIS Support Plan
CIS-S&V CIS Set-up Validation
CISSM CIS service matrix
CIT Capability Integration Team
CIVCAS Civilian Casualty
CJSOR Combined Joint Statement of Requirements
CMDB Configuration Management Database
COE Centres of Excellence
COI Community of Interest (services)
COMMEX Communication Exercise
COMREL Community Relations
COMSEC Communications Security
CONOPS Concept of Operations
COP Common Operational Picture
COPA CIS Operational Planning Authority
COPD ACO Comprehensive Operations Planning Directive
COS Chief of Staff
CP Command Post
A-1-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

CPOE Comprehensive Preparation of the Operational Environment

CPX Command Post Exercise
CRF Customer Request Form
CRIP Crises Response Intelligence Package
CRO Crisis Response Operations
CRP Crisis Response Planning
CRP Consolidated Resource Proposal
CS Case Study
CSBM Confidence and Security Building Measures
CSC Commanders Synchronisation Conference
CSLA Centralised Service Level Agreement
CSPA CIS Strategic Planning Authority
CSSC CIS Support and Sustainment Centre
CSU Crisis Situation Update
CT&E Collective Training and Exercise
CTC Combined Training Conference
CTC NATO Centralised Targeting Capacity
CTS Collective Training Support
CUOE Comprehensive Understanding of the Environment
D&G Direction and Guidance
DA Design Authority
DAMCON Damage Control
DCCA Deployable CIS Coordination Authority
DCEP Deployable CIS Equipment Pool
DCIS Deployable CIS Capability
DDP Database Deployment Plan
DEPLOYEX Deployment Exercise
DIREVAL Director of Evaluation
DF Direction Finder
DISTAFF Directing Staff
DIU Daily Intelligence Update
DMP Decision-Making Process
DMT Database Management Team
DPoP Deployable Point of Presence
DSG DCIS Support Group
DST Distributed Synthetic Training
DV Distinguished Visitors
DVD Distinguished Visitors Day
EA Exercise Aim
EA EXCON Advisor
EAPC Euro-Atlantic Partnership Council
EAPMC Euro-Atlantic Partnership Military Committee
EAR Emergent Analysis Requirement
EB Exercise Board
EBM Exercise Board Meeting
EBM-0 EBM at Stage 0
EBUG Exercise Budget User Group
A-1-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

EC Exercise Concept
EDV Experimentation and Doctrine Verification
EG Exercise Group
EGM Exercise Group meeting
EIC Exercise Initiation Conference
EMPLOYEX Employment Exercise
eMTEP electronic Military Training & Exercise Programme
ENDEX End of Exercise
EO Exercise Objective
EO Coord Exercise Objective Coordinator
EOD Explosive Ordnance Disposal
EOWS Exercise Objective workshop
EOWS-0 EOWS at Stage 0
EOWS-1 EOWS at Stage 1
EP Exercise Process
ePRIME electronic Partnership Real-time Information Management and Exchange
System
ESC Exercise Specification Conference
ES2DWG Exercise Setting & Scenario Development Working Group
ET Exercise Team
ETEE Education, Training, Exercises and Evaluation
EVAL Evaluation
EVN Evaluation (branch)
EWP Electronic Working Practices
EXCO Exercise Content
EXCON Exercise Control
EXDIR Exercise Director
EXINT Exercise Initiation
EXORD Exercise Order
EXPLAN Exercise Plan
EXREP Exercise Report
EXSPEC Exercise Specification
EXSUP Exercise Support
EXSYNC Exercise Synchronisation Cell
FAS Functional Area Services
FAST Functional Area Service for Dynamic and Time-sensitive Targeting
FAT Functional Area Training
FCC Final Coordination Conference
FE Force Element
FEP Flow Execution Plan
FER Final Exercise Report
FIR First Impression Report
FIT Force Integration Training
FMN Federated Mission Networking
FOG Force Generation
FOGO Flag Officers/General Officers
FORCEPREP Force Preparation (message)

A-1-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

FP Force Protection
FPR Future Plans and Requirements (branch)
FRAGO Fragmentary Order
FS Functional Services
FST Functional System Training
FTX Field Training Exercise
GEO Geospatial
GIS Geographical Interface System
GO Governmental Organisation
GYC Grey Cell
HN Host Nation
HNS Host Nation Support
HNSA Host Nation Support Arrangement
HPTL High Pay-Off Targets
HVTL High Value Targets
HWU Hot Wash-Up
IA Internal Assessment
IACB Information Activities Coordination Board
IADS Integrated Air Defence System
ICC Integrated Command and Control software for Air Operations
ICE Initial Crisis Estimate
ICP Integrated Communication Plan
ICRC International Committee of the Red Cross
IDB Integrated Database
IDWS Incident Development Workshop
IEA Information Environment Assessment
IENR Initial Exercise News Release
IER Information Exchange Requirements
IER WS Information Exchange Requirement workshop
IKM Information Knowledge Management
IM Information Management
IMS International Military Staff
INTEL Intelligence
INTEL-FS Intelligence Functional Services
INTREP Intelligence Report
INTSUM Intelligence Summary
IO International Organisation
IPC Initial Planning Conference
IPOE Intelligence Preparation of the Operational Environment
IRF Immediate Response Force
IRM&CM Intelligence Requirements Management and Collection Management
IT Information Technology
JA JALLC Analysis
JALLC Joint Analysis and Lessons Learned Centre
JC2OBS Joint C2 Observations
JCATS Joint Conflict and Tactical Simulation
JCHAT Joint Tactical Chat
A-1-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

JCO Joint Coordination Order

JEMM Joint Exercise Management Module
JFC Joint Force Commander
JFTC Joint Force Training Centre
JIA Joint Implementation Arrangements
JLSG Joint Logistic Support Group
JMEIs Joining, Membership, and Exiting Instructions
JOA Joint Operations Area
JOC Joint Operations Centre
JOPG Joint Operations Planning Group
JPTL Joint Prioritised Target List
JRFL Joint Restricted Frequency List
JSEC Joint Support and Enabling Command
JTCB Joint Targeting Coordination Board
JTLS Joint Theatre Level Simulation
JTS Joint Targeting System
JVB Joint Visitors Bureau
JWC Joint Warfare Centre
KLT Key Leader Training
LC2IS Land Command & Control Information Services
LCC Land Component Command
LEGAD Legal Advisor
LI Lesson(s) Identified
LIL Lessons Identified List
LIVEX Live Exercise
LL Lessons Learned
LLCP Lessons Learned Collection Plan
LLSO Lessons Learned Staff Officer
LO Liaison Officer
LOA Letter of Agreement
LOG Logistics
LOGFAS Logistic Functional Area Services
LOPSCON Local Operations Control
LOPSCON RC Local Operations Control Response Cell
LOPSCONDIR LOPSCON Director
LTCP Long Term Commitments Plan
LVC Live, Virtual, Constructive
M&S Modelling and Simulation
M1 Scenario Module 1
M2 Scenario Module 2
M3 Scenario Module 3
M4 Scenario Module 4
M5 Scenario Module 5
M6 Scenario Module 6
MA Military Assistant
MC Military Committee
MCA Main Capability Area
A-1-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

MCC Maritime Component Command

MCCIS Maritime Command and Control Information System
MCWG Military Committee Working Group
MDX Multi Domain Exercise
MEL Main Event List
METOC Meteorology/Oceanography
MGT Management (Directorate)
MIC Military Cooperation (division)
MIC Media Information Centre
MIL Main Incident List
MilPA Military Public Affairs
MISREP Mission Report
MJX Major Joint Exercise
MMR Minimum Military Requirement
MN Mission Network
MNDDP Multi-National Detailed Deployment Plan
MNP Mission Network Participant
MOD Ministry of Defence
MoE Measures of Effectiveness
MoP Measures of Performance
MOU Memorandum of Understanding
MPB MTEP Planning Board
MPC Main Planning Conference
MRE Mission Rehearsal Exercise
MRM Machine Readable Media
MS Mission Secret
MScEs Military Strategic Communications Effects
MScOs Military Strategic Communications Objectives
MTEP Military Training and Exercise Programme
MTRP Medium Term Resource Plan
NAC North Atlantic Council
NCCB NATO Centralized CIS Budget
NCI NATO Communications and Information
NCIA NATO Communications and Information Agency
NCISG NATO Communications and Information System Group
NCOP NATO Common Operating Picture
NCRP NATO Crisis Response Process
NCRS NATO Crisis Response System
NCS NATO Command Structure
NCSSM NATO Exercise CIS Support Meeting
NDF NATO Deployable Forces
NED NAC Execution Directive
NEPAC NATO Exercise Programme Alignment Conference
NETF NATO Education and Training Facilities
NFIU NATO Force Integration Unit
NGO Non-Governmental Organisation
NID NAC Initiating Directive
A-1-7
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

NIFC NATO Intelligence Fusion Centre

NIMP NATO Information Management Policy
NLLP NATO Lessons Learned Portal
NMIC NATO Media Information Cell
NMIC NATO Media Information Centre
NMOC NATO Media Operations Centre
NNE Non-NATO Entities
NPLT NSPA Planning and Liaison Team
NRF NATO Response Force
NS NATO Secret
NSB NATO Signal Battalions
NSPA NATO Support and Procurement Agency
OA Originating Authority
OCE Officer Conducting the Exercise
OD Operational Dilemma
ODCR Observation, Discussion, Conclusion, Recommendation
ODE Officer Directing the Exercise
OLRT Operational Liaison and Reconnaissance Team
OPCOM Operational Command
OPFOR Opposing Forces
OPLAN Operation Plan
OPLE Operational Planning and Liaison Element
OPP Operations Planning Process
OPR Officer of Primary Responsibility
OPS Operations
OPSA Operations Assessment
OPSCEN Operations Centre
OPSEC Operational Security
OPT Operations and Training (branch)
ORBAT Order of Battle
ORBAT TOA Order of Battle Transfer of Authority
OSCE Organisation for Security and Cooperation in Europe
OSE Officer Scheduling the Exercise
OTP Open to Partners (MTEP OTP & NNE)
OTR Operational Training Roadmap
OTS off-the-shelf
PAO Public Affairs Office
PARL Prioritised Analysis Requirements List
PB Proposing Body
PCM Partnership Coordination Menu
PD Panel Discussions
PD Partnerships Directorate
PDD Public Diplomacy Division (at NATO HQ)
PDIM Primary Directive for Information Management
PE Peacetime Establishment
PETE Pre-Exercise Quality Threshold Evaluation
pK probability of kill (table)
A-1-8
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

PKI Public Key Infrastructure

PM Programme Management
PMESII-G Political, Military, Economic, Social, Infrastructure, Information, and Geo
PMSC Political Military Steering Committee
PN Partner Nation
PNMR Partner National Military Representative
PO Purchase Order
POCC Psychological Operations Component Command
POE Port of Embarkation
POLAD political advisor
Pol-Mil Political/Military
PoP Point of Presence
POW Programme of Work
PS Physical Security
PsyOps Psychological Operations
PTA Primary Training Audience
PTEC Partner Training and Education Centres
PTO Primary Training Objective
PTR Primary Training Requirements
PTR Procedural Training Roadmap
PXD Post Exercise Discussion
RC Response Cell
RFI Request for Information
RFP Response Force Pool
RLS Real Life Support
RFS Radio Frequency Spectrum
RoD Record of Decision
ROEAUTH Rules of Engagement Authorisation (message)
ROEIMPL Rules of Engagement Implementation (message)
RP Regional Plan
RPPB Resource Policy and Planning Board
R-RC Robust Response Cell
RRS Readiness Reporting System
RSOMI Reception, Staging, Onward Movement and Integration
RTC Road to Crisis
RTD Round Table Discussion
SC Strategic Command
ScWS Scenario Workshop
SED Specific Evaluation Directive
SG Steering Group
SGE SACEUR's Guidance for ETEE
SGM Steering Group Meeting
SIDECON Side Control
SIG StratCom Implementation Guidance
SIMPRESS simulated press
SiSu Site Survey
SITFOR Situation Forces
A-1-9
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

SITREP Situation Report

SLA Service Level Agreement
SM Senior Mentor
SME Subject Matter Expert
SMWG Service Management Working Group
SN Sending Nation
SOCC Special Operations Component Command
SOF Special Operation Forces
SOFA Status of Forces Agreement
SOFCOM Allied Special Operations Forces Command
SOI Standing Operating Instructions
SoM Scheme of Manoeuvre
SOP Standing Operating Procedure
SOR Statement of Requirement
SPALL SACEUR’s Priority Areas for LL Collection & Analysis
SPGM Stand Off Precision Guided Munitions
SPOD Seaport of Debarkation
SSC Single Service Command
SSD SACEUR's Strategic Directive
SSP Subordinate Strategic Plan
ST Supporting Task
STA Secondary Training Audience
STARTEX Start of Exercise
STO Secondary Training Objective
StratCom Strategic Communications
TA Technical Arrangement
TA Training Audience
TCC Technical Coordination Conference
TCN Troop-contributing Nation
TCSOR Theatre Capability Statement of Requirements
TE Training Event
TECHCON Technical Control
TED Training Event Development
TIC Troops in Contact
TLE Treaty Limited Equipment
TO Training Objective
TODG Training Objective Development Group
TOMM Training Objective Management Module
TOPFAS Tools for Operations Planning Functional Area Services
TOR Terms of Reference
TOWS Training Objective Workshop
TRX Training and Exercise (branch)
TST Time Sensitive Targets
TT Trainer Team
TTP Tactics, Techniques and Procedures
UAV Unmanned Aerial Vehicle
VBS Virtual Battle Space
A-1-10
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

VDOC Vienna Document

VD 11 Vienna Document 11
VD 99 Vienna Document 99
VM Validation Meeting
VM-0 Validation Meeting at Stage 0
VM-1 Validation Meeting at Stage 1
VM-2 Validation Meeting at Stage 2
VM-3 Validation Meeting at Stage 3
VO Visitors and Observers
VOB Visitors and Observers Bureau
VOP Visitor and Observer Programme
VTC Video Teleconference
WAN Wide Area Network
WDET Warfare Development Exploitation Team
WDiE Warfare Development in Exercises
XA Executive Assistant
X-FAT Cross-Functional Area Training
3YTR 3-Year Training Roadmap

A-1-11
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

A-1-12
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 2 TO
ANNEX A TO
Bi-SCD 075-003
DATED 01 SEP 23

TERMS AND DEFINITIONS USED IN THE EXERCISE PROCESS

1. Most exercise process terms and definitions lacking doctrinal reference have been derived
for this directive. They require being evaluated by users through experience in execution of the
exercise process. Additional exercise terminology not used elsewhere within this directive is
provided for ease of interpretation.

2. Below definitions are divided alphabetically.

a. A

(1) Action Authority (AA). Regarding partner involvement in a NATO event. Is

the authority responsible for the implementation and execution of the proposed
events. For NATO exercises, and once the EXSPEC has been approved, OCE is
the AA for all planning events and the execution phase.

(2) ACO Forces Standards (AFS). AFS are developed to cover the complete
array of essential operational capabilities, interoperability and flexibility as defined
in MC 0400 for ACO HQs and forces. AFS promulgate the programmes and
standards under which SACEUR and subordinate ACO commanders carry out their
responsibilities for planning, execution of training, and evaluations of the military
combat readiness and capabilities of their subordinate HQs and designated forces.
AFS contain training annexes providing higher HQ with a generic task list to be used
when developing their procedural training roadmap.

(3) Administrative Control (ADCON). Direction or exercise of authority over

subordinate or other organisations in respect to administrative matters such as
personnel management, supply, services, and other matters not included in the
operational missions of the subordinate or other organisations.

(4) After Action Review (AAR). A facilitated discussion that actively involves
the training team and training audience. Through self-discovery, the training
audience will discuss the following three basic questions about performance in
relation to the Training Objectives: What happened? Why did it happen? How can
we do it better?

(5) Analysis. The study of a whole by thoroughly examining its parts and their
interactions.

(6) Analyst. An analyst is a person who conducts analysis.

(7) Assessment 18. The process of estimating the capabilities and performance
of organisations, individuals, material or systems. In the context of military forces,

18 NATOTerm record 17474

A-2-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

the hierarchical relationship in logical sequence is: assessment, analysis,

evaluation, validation and certification.

b. B

(1) Battle Rhythm (BR). A deliberate cycle of command, staff and unit activities
intended to synchronise strategic, operational, and tactical current and future
processes and operations. Activities at each echelon must incorporate higher
headquarters’ guidance, commander’s intent and subordinate units’ requirements
for mission planning, preparation, and execution.

(2) Battle Staff Training (BST). See Annex H, CT&E toolsets.

c. C

(1) Case Study. A documented study of a real-life or imagined scenario,

specifically developed to be used as a training tool in the frame of FAT, X-FAT, KLT,
or rehearsal. It provides the TA a realistic scenario to bring the theory as listed in
the learning objectives into practice. The case study provides a systematic way of
looking at events and analysing data and information in order to gain a sharpened
understanding of why and what might be important to look at more extensively.
Case studies are often moderated by a facilitator.

(2) Certification. Certification is the formal recognition that organisations,

individuals, materiel or systems meet defined standards or criteria. It is done
through an official statement from a subordinate unit or HQ commander to the next
higher level commander informing that forces and HQs under their command
comply with AFS and readiness requirements and are therefore capable of
performing the assigned mission.

(3) CIS Operational Planning Authority. See Appendix 2 to Annex O.

(4) CIS Strategic Planning Authority. See Appendix 2 to Annex O.

(5) Chief of Exercise Support (Chief EXSUP). Chief EXSUP is responsible for
the coordination of all real world support aspects, such as RLS, Human Resource
Management, real CIS, physical security, real Media, Visitors/Observer.

(6) Chief of the Trainer Team (Chief TT). The Chief TT is the senior of the
Trainer Team (TT). The TT is comprised of SMEs who provide staff level mentoring
to the TA in functional areas. The TT usually acts in two roles simultaneously.
Firstly as observers who note the performance and operational practices of the TA;
secondly as trainers who coach the TA in the execution of their staff duties. The TT
works closely together with the Senior Mentor and provides advice to the EXDIR on
the performance of the TA.

(7) Chief of Exercise Content (Chief EXCO). The Chief of the Exercise
Content delivers the exercise play in order to meet EOs and TOs. Chief Exercise
Content coordinates the development and conduct of exercise conditions Scenario,
MEL/MIL, OPFOR, CAX Support, and Response Cells.

A-2-2
INSERT CLASSIFICATION
 NATO UNCLASSIFIED

Bi-SCD 075-003

(8) Collective Training. See definition in Bi-SCD 075-003 main body, at page
1.

(9) Combat Enhancement Training (CET). Operational training that is

conducted to enhance the combat capability of individual units or joint forces.

(10) Computer Assisted Exercise (CAX). CAX is an exercise using modelling

and simulation technology to create a synthetic environment, identical to the real-
world, which will stimulate decision-making and follow-on command and control
actions. Command Post Exercises and Exercise Studies can be conducted as a
CAX and CAX can be conducted in support of a LIVEX.

(11) Command Post Exercise (CPX). An exercise in which the Training

Audience plans for and conducts operations within an operational focused battle
rhythm of an HQ. Thereby involving the commander, his staff, and communications
within and between headquarters.

(12) Commander’s Summary Report (CSR). The commander’s summary

report is part of the exercise documentation provided by JWC and JFTC when acting
as the ODE for an ACO exercise.

(13) Commanders’ Update (CU). Commanders from the key exercise

participating organisations receive an update from EG or EB after the MPC in order
to ensure a common understanding of the exercise outlines and risks before the
EXPLAN is being signed.

(14) CIS Set-up and Validation (CIS-S&V). CIS-S&V validates the

communications before operations and exercises. See details in Annex O, Guide
to planning CIS support to NATO exercises.

(15) Concept Integration. Concept integration is the process to bring together

new methods, procedures and techniques into exercises as directed by HQ SACT
and SHAPE.

(16) Control (of an exercise). Control of an exercise is the minute-by-minute

activity that ensures the exercise is conducted as planned. A crucial aspect of
control is ensuring that the progress towards the achievement of the training
objectives is constantly monitored. Where the execution of the exercise is failing to
allow the TA to meet its TOs remedial action is required through additional direction
from the EXDIR.

(17) Crisis Management Exercise (CMX). A CMX is a NATO HQ level exercise

which exercises input and direction from the political, military and civil authorities
from nations at NATO HQ. HQ SACT, SHAPE and appropriate subordinate
command levels could also participate in a CMX. Details are outlined in the specific
CMX Planning Guidelines (CMX EP does not necessarily apply CT&E principles).

d. D

A-2-3
INSERT CLASSIFICATION
 NATO UNCLASSIFIED

Bi-SCD 075-003

(1) Deployment Exercise (DEPLOYEX). Training activity, which is conducted

in order to exercise the deployment of forces. DEPLOYEX may include Reception,
Staging and Onward Movement (RSOM) and/or Reward Movement, Staging and
Dispatching (RMSD). Training block D is labelled DEPLOYEX.

(2) Direction (of an exercise). Direction of an exercise is the authoritative

instruction issued by the EXDIR to guide the exercise activity to best achieve the
OSE’s aim and objectives.

(3) Director of Evaluation (DIREVAL). See definition in Bi-SCD 075-003, main

body, paragraph 1-5.

e. E

(1) Employment Exercise (EMPLOYEX). Training activity, which is conducted

in order to exercise the employment of forces. Training block E is labelled
EMPLOYEX.

(2) ENDEX. A brevity term used to identify the date and time an exercise, or the
concluding training block of an exercise, is planned to end.

(3) Evaluation. Evaluation is the structured process of examining activities,

capabilities and performance against defined standards and criteria. The existing
ACO evaluation programmes are the primary tools to support dedicated NATO force
elements certification at all levels.

(4) Evaluation Standards. Evaluation standards are the operational,

procedural, material and technical standards and their associated
measurement/performance criteria derived from the AFS and which are used by
SACEUR and subordinate ACO commanders to evaluate and assess headquarters
and forces. Evaluation standards may be either an exact value, a physical entity,
or an abstract concept, established and defined by authority, custom, or common
consent to serve as a reference, model, or rule in measuring quantities or qualities,
establishing practices or procedures, or evaluating results. Evaluation standards
consist of measures that provide the basis for describing varying levels of task
performance and criteria that define the minimum acceptable level of performance
associated with a particular measure of task performance. Similarly, TOs are
assessed against the evaluation standards, when they exist in AFS Volumes VI
(TACEVAL), VII (CREVAL), VIII (MAREVAL), IX JOINTEVAL, XI (SOFEVAL).

(5) Event. An inserted major occurrence or a sequence of related incidents

which fit into an exercise framework and are supported by injections designed to
generate response(s) from the exercise participants.

(6) Exercise Aims (EA). See definition in Bi-SCD 075-003 main body,
paragraph 1-6.

(7) Exercise Board (EB). See definition in Bi-SCD 075-003 main body,
paragraph 1-5.

A-2-4
INSERT CLASSIFICATION
 NATO UNCLASSIFIED

Bi-SCD 075-003

(8) Exercise Brief. The document used to obtain MC/Defence Planning

Committee (DPC) approval for the military exercise press releases.

(9) Exercise Concept. The exercise concept provides outline information

concerning overall requirements, exercise aims and exercise parameters, in order
to enable exercise programmers to coordinate exercise programmes and anticipate
the need for time critical resources. The exercise concept provides important
information for designing the exercise and to develop the exercise specifications.

(10) Exercise Content (EXCO). The exercise content is the material that is
delivered to the TA during the execution of training block E activities. It is a script,
which is designed to create a training environment with opportunities for the TA to
achieve their TOs while executing an agreed portion of their OPLAN/JCOs.

(11) Exercise Control (EXCON). EXCON is the term used to describe all of the
participants during the conduct of CT&E activities who are not in the TA and thus
are under the control of the EXDIR. EXCON usually include: the EXDIR support
staff; the exercise support elements (including RLS, CIS, visitors bureau and public
information); the training teams and mentors; the exercise centre (EXCEN)
composed of situation control elements (scenario, RFI - MEL/MIL management,
CAX Support and OPFOR) and the response cells (higher, neighbouring and lower
situational forces and non-NATO entities –SIMPRESS and grey cell-). EXDIR is
directing EXCON on behalf of the OCE.

(12) Exercise Control Methods. NATO exercises generally fall into one of two
methods of control – controlled or free play. Controlled exercises may have either
pre-scripted or dynamic scripted events or both. Free play exercise both blue and
red forces with limited arbitration.

(13) Exercise Design. Exercise Design is the term used to refer to the Exercise
Content and Structures of EXCON to deliver that content. Exercise content includes
the scenario modules, the STARTEX conditions and the MEL/MIL, as well as the
content of each of the training blocks. Exercise Design is thus directly linked to the
"Conditions" that enable the achievement of TOs (conditions which are
stated/defined in each of the TOs) and EOs. EXCON structure is what enables the
delivery of Exercise Content (at least in the main training blocks) and it includes the
EXCON workforce requirements (e.g., CAX, RCs, GTC, HICON, etc.). The "real
life" design elements (locations, CIS, budget, simulation, functional area services,
and in general, all administrative and technical aspects that are more about exercise
planning) are not considered to be part of Exercise Design.

(14) Exercise Directive. In order to ensure compliance with higher formation

direction, each force element (FE) HQ is to formulate a training directive. The
training directive is a commander’s document which informs the TA of the detailed
programme and timeline including periodic assessments they are to adhere to. It
includes the generic and mission specific training requirements, a training plan,
roles and responsibilities assigned within the FE HQ in order to prepare and conduct
the training plan.

A-2-5
INSERT CLASSIFICATION
 NATO UNCLASSIFIED

Bi-SCD 075-003

(15) Exercise Director (EXDIR). See definition in Bi-SCD 075-003, paragraph

1-5.

(16) Exercise Group (EG). See definition in Bi-SCD 075-003 main body,
paragraph 1-5.

(17) Exercise Level. The levels (strategic, operational, tactical) being exercised.

(18) Exercise Objective (EO). See definition in Bi-SCD 075-003 main body,
paragraph 1-6.

(19) Exercise Order (EXORD). See definition in Bi-SCD 075-003 main body,
paragraph 1-6.

(20) Exercise Plan (EXPLAN). See definition in Bi-SCD 075-003 main body,
paragraph 1-6.

(21) Exercise Report (EXREP). See definition in Bi-SCD 075-003 main body,
paragraph 1-6.

(22) Exercise Team (ET). See definition in Bi-SCD 075-003 main body,
paragraph 1-5.

(23) Exercise Records. The means by which exercise data are compiled and
forwarded for evaluation and analysis. They include, among other things: tapes,
plots, charts and exercise forms.

(24) Exercise Stratum. A stratum refers to a layer in an exercise, in a

hierarchical sense. It can be a training audience considered as a tier in the
exercise’s C2 organisation or it can refer to HICON or LOCON. E.g., an exercise
consisting of a HICON-TA-LOCON would have 3 strata.

(25) Exercise Support (EXSUP). Exercise support is the administrative support

to the EXCON organisation and comprises RLS, CIS, Security and Protocol
providing no-play support to the exercise. CIS provides connectivity within EXCON
through a wide cooperation with all other CIS entities to include NCIA.

(26) Exercise Synchronisation Matrix. A grid-like array based on the exercise

milestone planning schedule that is used as a tool for EG/EXCON synchronisation
of the exercise conduct stage, the training audiences’ participation in the exercise
training blocks and the exercise scenario main events.

(27) Exercise Specification (EXSPEC). See definition in Bi-SCD 075-003 main

body, paragraph 1-6.

(28) Experimentation. Experimentation is a procedure for discovery, testing of

hypotheses, or demonstrating known facts.

(a) Collective Experimentation. Collective experimentation involves

the integration of discrete experiment events into NATO and national

A-2-6
INSERT CLASSIFICATION
 NATO UNCLASSIFIED

Bi-SCD 075-003

exercises. It allows testing of concepts under “operational” conditions and

exposes the training audience to possible future capabilities.

(b) Stand-alone Experimentation. Stand-alone experimentation

requires venues that are tailored to support the experiments themselves.
These experiments typically are not suitable for integration into a training
exercise without having a disruptive impact on that exercise.

(29) Experiment type. The general types of experiments are: demonstration,

discovery and hypothesis-testing.

(a) Demonstration Experiment. Demonstration experiments are

designed experiments in which known truth is recreated, analogous to those
in high school in which students follow instructions to show that the laws of
chemistry and physics operate as the underlying theories predict. For NATO
these activities are cooperative demonstrations of technology to show that
an innovation can, under carefully orchestrated conditions, improve the
efficiency, effectiveness or speed of a military activity. The technologies
employed are well established and the setting (e.g., scenario, participants) is
orchestrated to show that these technologies can be employed efficiently and
effectively.

(b) Discovery Experiment. Discovery experiments are designed to

create recommendations of concepts that are most likely to produce
successful future military and/or political capabilities for the Alliance. Their
outcomes are expected to be insights rather than optimality or rigorous
quantitative analyses; they do not produce final answers. Discovery-type
capabilities experiments produce actionable recommendations that address
desired operational capabilities and potential investment streams.

(c) Hypothesis-testing Experiment. Hypothesis-testing experiments

are the classic type used to advance knowledge by seeking to falsify specific
hypotheses (if…then statements) or discover their limiting conditions. They
also are used to test whole theories or observable hypotheses derived from
such theories. To conduct a hypothesis-testing experiment, the
experimenter creates a situation in which one or more dependent variables
can be systematically observed under conditions with varying independent
variables, while other potentially relevant factors (i.e., control variables) are
held constant, either empirically or through statistical manipulation. Hence,
results from hypothesis-testing experiments are always caveated with “all
other things being equal.

f. F

(1) Fictionalised Scenario Design. A fictionalised scenario depicts a fictional

situation made by changing real world details. A fictionalised scenario may have a
real setting with a made-up situation or a real situation with a made-up setting to
achieve the exercise objectives with all other aspects being real. An exercise of a
contingency operations plan (COP) using real NATO forces in a made-up world is
an example of a fictionalised scenario.
A-2-7
INSERT CLASSIFICATION
 NATO UNCLASSIFIED

Bi-SCD 075-003

(2) Fictitious Scenario Design. A fictitious scenario depicts a totally imaginary

setting and situation. A fictitious scenario will have an imaginary situation in an
imaginary setting with all other aspects being invented to achieve the exercise
objectives. A training event with vignettes based on notional dedicated forces being
deployed under an imaginary international security organisation mandate to an
imaginary operational area is an example of a fictitious scenario.

(3) Field Training Exercise (FTX). A FTX is an exercise where only selected
units are deployed into the field such as elements of a GRF or FLR or a
communications unit. The non-deployed troops are represented by their HQ
deployed in the exercise area.

(4) First Impression Report (FIR). FIRs contain the first assessment of
exercise process performance/deliverables in the EP stages (specification, planning
and conduct) connect to planning proceedings or execution of training blocks. Each
FIR should also include a Key Observations List. Each participating HQ, agency,
and team completing these milestones is to submit FIRs to the OSE and OCE for
further staffing.

(5) Flow Execution Plan (FEP). The FEP is the MNDDP as exported from the
allied deployment and movement system (ADAMS) functional tool into the effective
visible execution (EVE) functional tool which is used for reporting, monitoring and
management of forces deployment and sustainment movements by the joint
commander.

(6) Force Activation. In order to execute an OPLAN it is necessary to activate

and deploy the forces required by that OPLAN. Force activation is the responsibility
of SACEUR and is initiated by a NAC force activation directive and the force
activation process will normally commence prior to OPLAN approval and could be
coincident with CONOPS approval (see Reference L).

(7) Force Commander. The officer designated to exercise operational control

over specific forces for a particular period during an exercise.

(8) Force Generation. Required for all NATO military operations which must
begin early in concurrence with the OPP; must be adapted to situation; depends on
NAC/national decisions; is multi-level based upon guidance and tasks down and
determination of force requirements up; establishes force flow to implement concept
of operations; requires planners, operators and movers; and is limited by force
readiness, availability and mobility.

(9) Force Integration Training (FIT). Operational training that is conducted to

practise and improve the force integration of service or joint forces en route to (for
air/maritime forces) or immediately prior to deploying to an operational theatre for a
specific mission.

(10) Force Standards. The operational and logistics capability requirements

and, where applicable, the performance criteria that nations must meet in planning
for and training any forces they intend to allocate to NATO. They enable

A-2-8
INSERT CLASSIFICATION
 NATO UNCLASSIFIED

Bi-SCD 075-003

commanders to assess the respective forces as to their abilities to perform their

assigned missions. Force standards are also used to assess the progress of TOs.

(11) Framework. A basic storyline that provides the skeleton around which the
actual play for an exercise is constructed.

(12) Free Play Exercise. Free play exercises are used to test the capabilities of
participants under contingency and/or wartime conditions. Action is limited only by
the need to achieve the overall exercise aim and objectives, and/or by imposing
artificialities or restrictions required by peacetime safety regulations.

(13) Functional Services (FS). FS are software based systems (SBS)

capabilities that provide support to a specific staff function or process. They will, in
general, be oriented towards a specific staff mission or mission area. They will be
components of the ACO fielded system baseline and should therefore make best
use of core capabilities and other functional services within the system. Examples
of FS include: TOPFAS, LOGFAS, ICC, JOIIS, and ADAMS.

g. G

(1) Geo-Strategic Situation. A conventional term that describes the overall

setting and current situation for an exercise. It includes, among other things, crisis
area geographical information, the major regional actors, a description of the current
crisis and the historical background of the crisis as well as the major political,
military, economic, cultural, humanitarian and legal conditions, including
membership in relevant arms control treaties and agreements that support a NATO
military response.

(2) Grey Cell (GYC). Conventional term used to describe a response cell that
is composed of subject matter experts or role players representing agencies,
organisations, institutions and individuals outside of the NFS and outside of the
opposing forces structure. The composition of the grey cell must be tailored for
each exercise, but typically includes international, national and non-governmental
organisations and agencies, local governments, local authorities at
federal/provincial/municipal levels, local police forces, local civilians, local military
and media.

h. H

(1) Higher Control (HICON). Conventional term used to describe the

coordination mechanism needed to control the response cells situated at the
stratum level above the TA.

(2) Host Nation (HN) 19. A nation which, by agreement: (a) receives forces and
materiel of NATO or other nations operating on/from or transiting through its
territory; (b) allows materiel and/or NATO organisations to be located on its territory;
and/or (c) provides support for these purposes. For NATO exercises, HNs should
be identified early to enable the requisite MOUs and support agreements to be

19 NATOTerm record number 3790

A-2-9
INSERT CLASSIFICATION
 NATO UNCLASSIFIED

Bi-SCD 075-003

finalised as well as to allow for required build-up of infrastructure and to ease

coordination between the OSE, OCE, ODE and the HN.

(3) Host Nation Support Arrangements (HNSA) 20. Those documents which
detail the support, political, legal and/or financial arrangements agreed upon by
national and NATO authorities and which are necessary to provide HNS to NATO-
led operations and exercises.

(4) Hot Wash-Up (HWU). Term used to describe various ways in which
commanders may conduct informal debriefings or follow-up discussions and
evaluations of the performance of a HQ or multiple HQs during an exercise or major
event or following its conclusion. The main purpose of a HWU is to identify strengths
and weaknesses recognised during the exercise/event, which may then lead to
identifying lessons in order to avoid repeating errors made in the past. A HWU
normally includes all the parties that participated in the exercise or event.

i. I

(1) Incident. An incident is an element or subset of an exercise event. It

consists of a series of related injects designed to create a credible situation that will
test the training audience over a period of time, in order to achieve a specific training
effect or outcome.

(2) Information Exchange Requirement (IER). The IER is a statement of the

need to exchange information between cooperating forces or headquarters. They
specify the information to be exchanged in a standardised manner, within the
context of the mission, key tasks, required degree of interoperability and the
parameters of communications and information systems involved (see Reference
N).

(3) Inject. The way of bringing an incident to the attention of the players for
whom it was created (and from whom a reaction is expected). Injects are to be
made by response cells or by the MEL/MIL steering group through the using
doctrinal communications means and, where available, formats and media. The
intent is to simulate the likely source of such information in a real situation/operation
(e.g., intelligence report, newspaper article, operational report, etc.).

(4) Inspector. Inspectors are sponsored individuals who are obliged by treaty
to ascertain specific details of an exercise and have been correctly declared in
accordance with that treaty.

(5) Intelligence Requirements Management (IRM). The NATO system for

receipt, validation, processing and transmission of intelligence requirements, which
support the operational commanders.

(6) Interoperability. Interoperability is the ability to act together coherently,

effectively, and efficiently, to achieve Allied tactical, operational and strategic
objectives. It comprises the human, technological and procedural dimension.

20 Details and explanations as per Reference M.

A-2-10
INSERT CLASSIFICATION
 NATO UNCLASSIFIED

Bi-SCD 075-003

Improved interoperability with partner nations complements the ability of the

Alliance to meet its tasks. For partners, developing interoperability with NATO
prepares their forces and capabilities for more effective participation in, and
contribution to, NATO exercises, the NRF, and NATO-led operations; as well as
other potential crisis management operations, including those where NATO
supports international organisations, using the same set of interoperability
standards. Interoperability requires consistent and continued effort over time.

j. J

(1) Joint Implementation Arrangement. Follow-on document (to the HNSt

MOU, Technical Arrangement, and Statements of Requirements SOR(s) from each
SN and NATO formation deploying to the HN) which establishes the commitment
between the participants concerning the provision and receipt of HNS. It includes
the most detailed information on the required and offered support, the site specific
procedures to implement the support arrangements and the reimbursement details.

k. K

(1) Key Leader Training (KLT). See Annex H, CT&E toolsets.

l. L

(1) Lead Trusted Agent. A Lead Trusted Agent is a single point of contact from
the Training Audience Force Element/Headquarters who takes on the responsibility
for the identification and coordination of the Trusted Agents. Ideally, the Lead
Trusted Agent will be a lead planner (J5) and must be empowered to make
decisions on behalf of the Senior Trusted Agent. The Lead Trusted Agent, with the
assistance of the Trusted Agents and under the direction of the Senior Trusted
Agent, will be relied on to facilitate the communication between the ODE/EXCON,
Trusted Agents, Senior Trusted Agent, and the Training Audience as a whole.
Trusted Agents should advise scenario design, participate in content development,
assist in the preparation of Response Cells, as well as aid in the explanation of the
“rules of the game” to the rest of the Training Audience so that they are not
unnecessarily distracted by exercise artificialities during execution. Lead Trusted
Agents are part of EXCON during CRP and execution.

(2) Lesson Identified (LI). A LI is the output of the Identification Phase and
includes an Observation, an identification of the root cause of the issue,
recommended Remedial Action(s) for improvement and a single proposed Tasking
Authority (see Reference G).

(3) Lesson Identified List (LIL). The LIL is a summary or highlight of the key
LI that are considered most important and is an enclosure to the EXREP. The
purpose of the LIL is to draw the attention of the leadership and assist the exercise
community and analysts by grouping the key LI from one exercise in one place.

(4) Lessons Learned (LL). A knowledge or understanding gained from

experience. The experience may be positive, such as a successful activity or
operation, or negative, as in a mishap or failure. A lesson learned must be significant
A-2-11
INSERT CLASSIFICATION
 NATO UNCLASSIFIED

Bi-SCD 075-003

in that it has a real or assumed impact on the organization’s activities; valid in that
it is factually and technically correct; and applicable in that it identifies a way to
reduce or eliminate the potential for failures and mishaps, or reinforces a positive
result. (See Reference O).

(5) Letter of Acknowledgement of Responsibilities (LOAR). The LOAR is an

acknowledgement from an individual that NATO information that they may have
access to in the context of their involvement in operations, training, exercises,
transformation and cooperation (OTETC) activities shall only be used for the
effectiveness of NATO’s mission, and shall not be shared or transmitted to third
party organisations, bodies, persons or nations. A LOAR is to be signed upon arrival
on the OTETC task and a further LOAR is to be signed at the conclusion of their
involvement with NATO (see Reference P).

(6) Live Exercise (LIVEX). See Annex H, CT&E toolsets and Annex L (LIVEX).

(7) Lower Control (LOCON). Conventional term used to describe the

coordination mechanism needed to control the response cells situated at the
stratum below the TA.

m. M

(1) Main Capability Area (MCA). MCAs are the required capabilities for
Alliance forces and HQs. MCA identify what NATO's military organisation must be
able to accomplish to cover the full range of the Alliance's military missions and to
guarantee NATO's military effectiveness and freedom of movement. MCAs serve
as a basis to develop Exercise Objectives that will drive the selection of TOs
amongst MCA list of abilities to be particularly trained/evaluated during the exercise.
Joint, Land, Air, Navy, and SOF HQs find there MCA catalogues respectively in AFS
Volume V, II, III, IV, and X.

(2) Main Events List/Main Incidents List (MEL/MIL). The MEL/MIL, the main
tool (normally a database) for the EXCON to control the exercise, is maintained by
EXCON and it is structured on the main events developed to support achievement
of the exercise objectives. Each main event will have one or more incidents that
are presented to the training audiences by means of injections. The MEL/MIL
should encompass the complete timeline of the exercise and, at ENDEX, be
updated to include all dynamic and unscripted events, incidents and injections
utilised during the exercise conduct.

(3) Mid-Exercise Review (MER). An AAR conducted after phase change,

change of mission, or as designated in the EXPLAN to take immediate advantage
of fresh thought and allow for immediate improvement.

(4) Mission Secret Network. A MISSION SECRET network is deployed to

provide communications and information systems (CIS) support to NATO Deployed
forces HQs. The network operates in a MISSION SECRET system high mode in
which all individuals with access to the CIS are cleared to the highest classification
level of information within the system, but not all individuals with access have a
common need-to-know for the information within the system. To enable
A-2-12
INSERT CLASSIFICATION
 NATO UNCLASSIFIED

Bi-SCD 075-003

interconnection between a network handling NATO SECRET information and a

network handling MISSION SECRET information, it will be necessary to develop an
IEG.

(5) Mission Rehearsal Exercise (MRE). Conventional term used to further

describe that collective training designed for headquarters staff for an upcoming
military operation.

(6) Module. In exercise scenario design and development; each of a set of

standardised parts or independent units that can be used to construct a more
complex structure.

(7) Monitoring/Monitor. The act of listening, carrying out surveillance on,

and/or recording the emissions of one's own or allied forces for the purpose of
maintaining and improving procedural standards and security, or for reference, as
applicable.

(8) Mounting. All preparations made in areas designated for the purpose, in
anticipation of an operation. It includes the assembly in the mounting area,
preparation, and maintenance within the mounting area, movement to loading
points, and subsequent embarkation into ships, craft, or aircraft if applicable.

(9) Mutual Training Support (MTS). MTS depicts training support

arrangements occasionally binding similar NCS/NFS HQs. There are three kinds
of MTS arrangements:

(a) Two HQs exchange a number of personnel between their respective

exercises (“you reinforce my exercise with 10 individuals and I will reinforce
yours with 10”).

(b) Win-win participation within a single exercise (one HQs takes

advantage of significantly reinforcing the exercise of a partner HQs –e.g.
portraying HICON/OPFOR, building the training team, or reinforcing the TA).

(c) Recently certified NRF/JTF HQs provide significant support to the

preparation of their successor.

(10) Multinational Detailed Deployment Plan (MNDDP). The MNDDP is the

SHAPE developed, de-conflicted deployment plan based on the national detailed
deployment plans (DDPs).

n. N

(1) NATO-wide Exercise. A NATO-wide exercise that involves SACEUR, the

Joint Force Commanders (JFCs) and a majority of their Component Commanders
(CCs) (with or without forces) and Ministry of Defence (MODs) is considered a four
stratum exercise.

o. O

A-2-13
INSERT CLASSIFICATION
 NATO UNCLASSIFIED

Bi-SCD 075-003

(1) Observation. A comment based on something someone has heard, seen

or noticed that has been identified and documented as an issue for improvement or
a potential best practice.

(2) Observer. Observers are sponsored individuals who attend an exercise with
a specific military or diplomatic objective to fulfil. Sponsors would normally be either
the HN or the NAC.

(3) Officer Conducting the Exercise (OCE). See definition in Bi-SCD 075-003
main body, paragraph 1-5.

(4) Officer Directing the Exercise (ODE). See definition in Bi-SCD 075-003
main body, paragraph 1-5.

(5) Officer of Primary Responsibility (OPR). See definition in Bi-SCD 075-

003 main body, paragraph 1-5.

(6) Officer Scheduling the Exercise (OSE). See definition in Bi-SCD 075-003
main body, paragraph 1-5.

(7) On-the-job Training (OJT). The training of individual members serving in

specific positions in military units or staffs to provide them with the skills relevant to
those positions.

(8) Operation Plan (OPLAN). An OPLAN is designed to counter an actual or

developing crisis, both Article 5 and non-Article 5. An OPLAN is a detailed and
comprehensive plan capable of execution, which has forces assigned and all
necessary preparations undertaken for successful execution of the assigned
mission. In circumstances where multiple operations are conducted concurrently
within a single region, it may be deemed necessary to develop a single, theatre-
wide campaign plan, to ensure proper coordination, unity of purpose and economy
of effort of all military activities involved in the execution of, and support for, these
operation.

(9) Operational Capabilities Concept (OCC) Evaluation and Feedback

(E&F) Programme. A NATO Evaluation Programme for partner units. The
programme’s aim is to assist partners in transformation of their national defences
and prepare units for NATO-led non Article V Crisis Response Operations and NRF.

(10) Operational Liaison and Reconnaissance Team (OLRT). The OLRT is a

discrete team, formed by the JFC HQ to contribute to the process of gaining early,
first hand situational awareness in theatre. The OLRT facilitates the rapid
establishment of liaisons and conducts reconnaissance in a designated area that
may become a future theatre of operations or Joint Operating Area (JOA).

(11) Order of Battle (ORBAT). The identification, strength, command structure,

and disposition of the personnel, units, and equipment of any military force.

p. P

A-2-14
INSERT CLASSIFICATION
 NATO UNCLASSIFIED

Bi-SCD 075-003

(1) Panel Discussion. A panel discussion is a forum in which a group of

specialists (between 3 and 5) are available for questions and answers in relation to
defined topics in front of an audience. Panel discussions are often introduced by a
briefer (one of the specialists) and intended to provide “the voice of experience” in
an open discussion forum.

(2) Pool of Forces and Capabilities. The Operational Capabilities Concept

(OCC) Pool of Forces and Capabilities (PoF) consists of Forces declared to NATO
by partners. These Forces will train to reach NATO standards and when completed
they may participate in NATO led ops, NRF or NATO LIVEX.

(3) Primary Training Audience (PTA). The PTAs are those force elements
identified in the multi-year exercise documents as the main focus of the exercise,
confirmed in Stage 0 and laid down in the EXINT (if not confirmed in Stage 0, at
least in early Stage 1 and laid down in EXSPEC). Exercise design, resources and
conduct are managed to meet the PTAs training requirements. Being PTA implies
to be challenged to the maximum extent possible, in several areas chosen by the
Commander (e.g. Crisis Establishment integration with reinforcement mechanism,
capable opposed forces, business continuity following a strike, 24/7 battle rhythm,
autonomous deployment, Command Post relocation, etc.).

(4) Procedural Training Roadmap (PTR). The PTR defines the overall
procedural training progression projected by a FE over a multi-year training
programme. The PTR prioritises procedural tasks between a series of exercises in
order to expose, train and demonstrate NATO force elements’ understanding and
application of NATO techniques and procedures. The PTR should be progressive
and repetitive.

(5) Proposing Body (PB). Related to the partner involvement in NATO

exercise. Represents the authority that submits and is responsible for an activity.
For NATO exercises, the OSE is the PB.

q. Q

r. R

(1) Rapid Environmental Assessment (REA). The REA provides for

environmental information that can be used during the planning and execution of
military operations. The information required consists of an agreed depiction of the
meteorology, oceanography, hydrography and geography of the operating area
providing a seamless characterisation of the battle space. The REA structure draws
information and products from appropriate meteorological forecasting centres. REA
provides the framework to address all operational activities required to draw
operationally meaningful information out of the available data (archived, modelled,
measured or observed) to support maritime operations.

(2) Reach Back. Reach back is the process of obtaining mission essential C2,
products, services and applications, in a timely manner, by using CIS technology
between non-deployed and forward-deployed elements forming a single HQ in order
to achieve operational efficiency.
A-2-15
INSERT CLASSIFICATION
 NATO UNCLASSIFIED

Bi-SCD 075-003

(3) Real Geography. Geography based on real world maps and data, but which
may have political features altered such as country boundaries and names.

(4) Real Scenario Design. A real scenario depicts a real CRP situation in a real
world setting and with all other aspects being real. A Mission Rehearsal Exercise
is an example of a real scenario.

(5) Reception, Staging, Onward Movement and Integration (RSOMI).

RSOMI is the essential process that transitions deploying forces, consisting of
personnel, equipment and materiel arriving in the JOA, into forces capable of
meeting the JFC’s operational requirements.

(a) Reception. Reception operations include all functions that are

required to prepare, receive and clear unit personnel, equipment and
materiel through the FMB/POD.

(b) Staging. Staging assembles, temporarily holds and organises arriving

forces, equipment and materiel into component units in preparation for
onward movement, integration and tactical operations.

(c) Onward Movement. Onward Movement is the process of moving units

and accompanying materiel from reception facilities and staging areas on to
their final destination (e.g. tactical assembly areas).

(d) Integration. Integration is the process of bringing together the various

national units into a joint multinational force under the command of the JFC.

(6) Remedial Action (RA). An activity or set of activities that correct an issue
identified for improvement or facilitates the implementation of a best practice.

(7) Request for Information (RFI). Essential Elements of Information or

Specific Intelligence Requirements formatted into a request for processing along
the chain of command. It includes the parameters of the information as originator,
urgency, priority, suspense date, justification and background. EXCON should be
prepared to answer RFIs during EP Stage3 training block activities.

(8) Response Cells (RCs). A RC represents all subordinated HQs receiving

guidance from, and interacting with the TA. Details at Annex Z to Bi-SCD 075-003.

(9) Resolution (simulation). The level of detail of a model or simulation.

(10) Robust Response Cell(s) (R-RC). Robust Response Cell(s) depict those
HQs drilling into their battle rhythm and reports and returns as part of the higher,
lower or, side control, or opposing forces’ organizations (HICON, LOCON,
SIDECON, OPFOR). R-RCs belong to EXCON. They are directed as much as
required so that the exercise focuses on PTA - STA requirements.

(11) Round Table Discussion (RTD). A discussion between the key leaders of
a group and specialists in order to discuss an issue approved in advance. The
discussion is always introduced by a briefer and moderated in order to provide

A-2-16
INSERT CLASSIFICATION
 NATO UNCLASSIFIED

Bi-SCD 075-003

feedback on questions, to brainstorm solutions to a problem or to discuss an issue

of public concern. The format is more or less fixed and an excellent venues for
giving and receiving targeted feedback, engaging in-depth discussions with
specialist and colleagues on management level related to similar interests and
topics.

s. S

(1) Scenario. See Annex Y to bi-SCD 075-003, paragraph 1.

(2) Secondary Training Audience (STA). The STAs are those force elements
identified in the multi-year exercise documents, confirmed in Stage 0/Stage 1 and
laid down in the EXINT/EXSPEC as the secondary focus of the exercise. Exercise
design, resources and conduct within means and capabilities are managed to meet
the STAs training requirements. Being STA implies to be challenged to a
manageable extent.

(3) Senior Mentor (SM). SMs are SMEs with extensive military operational
experience, who are available to pass on their expertise to NATO commanders and
staffs during training, exercises, mission rehearsal events and operational
situations. The SM Programme, run by SHAPE, specifies further details.

(4) Senior Trusted Agent. COM of the Training Audience, or a representative

empowered to speak on behalf of the COM, is considered the Senior Trusted Agent.
The Senior Trusted Agent will be kept informed of the overall exercise design and
provides guidance to the ODE/EXCON related to exercise requirements, as
required. The Senior Trusted Agent remains in this role during the CRP and
execution, although the Senior Trusted Agent may be brought into the EXCON
battle rhythm when available and as required. This relationship is especially
important during MEL/MIL incident development and scripting workshops when J
3/5 representatives from the Training Audience provide the critical information
needed to establish the STARTEX conditions.

(5) Service Management Authority. See Appendix 2 to Annex O.

(6) Setting. See Annex Y to bi-SCD 075-003, paragraph 1.

(7) Simulation. A means of representing dynamically the operating conditions

of a real system. Simulation used in training dynamically models real environments
and/or equipment to enable trainees to acquire and practice of skills, knowledge
and attitudes.

(8) STARTEX. A brevity term used to identify the date and time an exercise
phase or sub-phase is planned to start. The STARTEX date/time may be actual
(real world calendar) or based on the days/hours after an earlier exercise event,
such as the “G-Day”, that pre-established STARTEX conditions are met. STARTEX
is scheduled after the warm-up period, when EXCON/TA are internally and
collectively integrated, C2IS is up and running, and significant MEL/MIL injections
may start.

A-2-17
INSERT CLASSIFICATION
 NATO UNCLASSIFIED

Bi-SCD 075-003

(9) Steering Group (SG). See Bi-SCD 075-003 main body, paragraph 1-5.

(10) Strategic Deployment. Strategic Deployment transports mission-assigned

forces, consisting of personnel, equipment and their sustainment, from a POE to a
FMB/POD.

(11) Supporting Tasks (ST). The list of activities that contribute to

accomplishing a HQ task. When the task has a dedicated Standard Operating
Procedure/Standard Operating Instruction (SOP/SOI), the list of activities is to be
found in it. Activities are listed by chronological order.

(12) Synthetic Geography. Artificially constructed physical and cultural

geography. It is difficult and expensive to develop this to a high resolution, so such
geography may contain patches of real geography to support operational and
tactical level training.

(13) Synthetic Scenario Design. A synthetic scenario depicts an artificial

situation in a real world setting and with all other aspects being real or generic. An
exercise of a Contingency Operational Plan (COP) using generic NATO forces in a
real world setting is an example of a synthetic scenario.

t. T

(1) Task. For the TA, a task is a key ability that the staff should prepare,
exercise, and demonstrate (when applicable). AFS volumes contain the generic
task list that NCS and NFS HQs should select to develop their Procedural Training
Roadmap (PTR).

(2) Technical Coordination Conference (TCC). The TCC is the conference

for the final coordination/planning of the CIS support to the exercise.

(3) Technical Control (TECHCON). TECHCON is the authority of one

organisation or command to issue and enforce policy and authoritative direction
concerning the use of techniques, procedures, standards, configurations, designs,
devices, and systems.

(4) Theme. Conventional exercise planners’ term used to describe, among

other things:

(a) The relationships between one or more exercise events and the
exercise aim and objectives.

(b) An anticipated operational phase that will be deduced by the TA

operational planners and which would serve as a means for exercise
planners to organise and associate events, incidents and injections. For
example; “Training in the initial phase of an operation in order to create a
safe and secure environment”.

(5) Time jump. Exercise planners’ conventional term used to describe the
practice of accelerating time during periods when the exercise players are not active

A-2-18
INSERT CLASSIFICATION
 NATO UNCLASSIFIED

Bi-SCD 075-003

in order to establish specific situations and conditions to enhance achievement of

the exercise aim and objectives. Time jumps must be supported by EXCON
development and provision of situational data and information to set conditions for
putting the training audience in the STARTEX picture after the time jump.

(6) Timeline. Conventional exercise planners’ term used to describe the times
of occurrence of past events/incidents that support the exercise scenario, current or
ongoing events/incidents that assist establishment of the exercise setting and
projected events/incidents through the envisioned period that exercise play will take
place.

(7) Trainer. Trainer are SMEs who provide staff level advice to the TA in
functional areas. SMEs are generally, but not necessarily, drawn from non-TA
headquarters. The trainer usually acts in two roles simultaneously. As observers,
who provide feedback on the exercise’s progress and note the performance and
operational practices of the TA. As trainers, who coach the TA in the execution of
their staff duties.

(8) Training. The generic term for the permanent process of preserving and
improving the ability of military individuals, staffs and forces to conduct sound
military operations. It encompasses individual and collective training.

(9) Training Audience (TA). See definition in Bi-SCD 075-003 main body,
paragraph 1-5.

(10) Training Objective (TO). See definition in Bi-SCD 075-003 main body,
paragraph 1-6.

(11) Training Plan. A multi-year Training Plan is describing how the Commander
intends to develop and improve operational art and procedures through exercises.
A Training Plan is at least composed of an Operational Training Roadmap (OTR)
and a Procedural Training Roadmap (PTR).

(12) Training Progression. Term used in describing the activities and

composition of the exercise by selected and sequenced training blocks (A to F).

(13) Transposed Geography. Real geography data that is moved to another

location on the surface of the earth.

(14) Trusted Agent. A member of the Training Audience who supports the ODE
with the design, development, and delivery of the exercise. A Trusted Agent
primarily represents the Training Audience’s COM intent and ambition for the
exercise related to their particular functional area by contributing towards the ODE’s
efforts to provide suitable opportunities to achieve the OCE-approved Training
Objectives. Trusted Agents should advise scenario design, participate in content
development, assist in the preparation of Response Cells, as well as aid in the
explanation of the “rules of the game” to the rest of the Training Audience so that
they are not unnecessarily distracted by exercise artificialities during execution.
Trusted Agents usually remain in their functional organizations during CRP and
execution.
A-2-19
INSERT CLASSIFICATION
 NATO UNCLASSIFIED

Bi-SCD 075-003

u. U

v. V

(1) Validation. The confirmation of the capabilities and performance of

organisations, individuals, materiel or systems to meet defined standards or criteria,
through the provision of objective evidence. Note: In the context of military forces,
the hierarchical relationship in logical sequence is: assessment, analysis,
evaluation, validation and certification.

(2) Validation Meeting (VM). A Validation Meeting (VM) is a Commanders’

level meeting to validate the products/deliverables of each Exercise Process stage.
The precursor for a VM is a staff level conference (regularly an Exercise Group
venue) to consolidate the products/deliverables, which are validated in the VM.

(3) Vignette. A brief description, account or episode which evokes strong

images, memories or feelings. A vignette-based training event that uses the
vignette details as the exercise setting and situation.

(4) Visitors. Visitors are individuals or small groups (committees etc.) from
participating organisations or countries who are invited to attend a designated,
programmed and possibly pre-scripted, portion of an exercise.

w. W

(1) Workshop. An EP meeting at which a select group engages in intensive

discussion and activity on a particular subject or project. Workshops should have
specific product requirements and/or end-states established before the meeting.
Workshops are used to develop MEL/MIL and TOs.

x. X

y. Y

z. Z

A-2-20
INSERT CLASSIFICATION
 NATO UNCLASSIFIED

ANNEX B TO
Bi-SCD 075-003
DATED 01 SEP 23

LIST OF REFERENCES

1. The below list includes only references, that are referred to in Bi-SC Directive 075-003 text
and are listed in the order in which they appear in the complete document. It has to be noted,
that some of the below listed documents are already receiving a revision, whilst Bi-SCD 075-003
was in parallel reviewed/promulgated. Those other documents/papers, which are expected to be
promulgated in near future, are marked with the attachment “(revision, new document expected)”
or “(when promulgated)”. As soon as one of those documents were finally promulgated, it may
force an amendment of single annexes to Bi-SCD 075-003, which are dealing with dedicated
subjects, such as for CIS support to exercises (Annex O to Bi-SCD 075-003), or Physical Security
considerations (Annex T to Bi-SCD 075-003), or Partner Nations involvement in NATO exercises
(Annex R to Bi-SCD 075-003) and others.

2. A subsidiary list of related documents is at Appendix 1. It offers additional related

documents, which might be of utility for exercise planners and SMEs supporting the EP.
Documents listed at Appendix 1 may have influenced Bi-SCD 075-003 contents to various
annexes and subjects, but are not directly referenced in the text.

REFERENCES

A MC 0458/4, NATO Education, Training, Exercise and Evaluation (ETEE) Policy,

dated 03 January 2023
B ACO Directive 075-013, NATO Evaluation System Policy, dated 08 March 2021
C SH/COM/COS/OAC/19-004566 BI-SC NATO Command Structure Adaptation –
Additional Tasking, dated 01 December 2019
D Bi-SC Directive 075-002, Education and Training Directive, dated 12 June 2023
E Bi-SC Directive 075-009, International Organisations/Non-Governmental
Organisations/Governmental Involvement in Exercises Directive, dated 01
December 2020 (revision, new document expected end 2023)
F ACO Manual NNN-NNN, Management Guidance on Military Cooperation (when
promulgated)
G Bi-SC Directive 080-006, Lessons Learned, dated 23 February 2018
H Bi-SC Directive 080-091, Joint Analysis Requirements and Reports, dated 13
November 2015
I Bi-SC Directive 075-005, Military Training and Education Programme Directive,
(revision, new document expected end July 2023)
J PO(2023)0036(INV), Political Guidance for Defence Planning 2023, dated 31
January 2023
K MC 0400/4, NATO’s Military Strategy Comprehensive Defence and shared
Response, dated 22 May 2019
L MC 0133/5, NATO’s Operations Planning, dated 18 September 2019
M AJP-4.3, Allied Joint Doctrine for Host-Nation Support, Edition A Version 1, dated
April 2021
N APP-11, NATO Message Catalogue, Edition D, Version 1, dated 23 November
2015
O Military Advice on NATO Lessons Learned Policy, dated 09 March 2023

B-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

P Bi-SC Handbook for Information and Intelligence Sharing with Non-NATO Entities,
Version 5.0, dated September 2014
Q MC 0554/1, MC Policy for the Development and the Implementation of the whole
potential of the Operational Capabilities Concept within a more Operational
Partnership, dated 05 December 2007
R IMSM-0035-2021, ONE NATO Brand Strategy and Brand Identity
Manual, dated 10 February 2021
S ACO Comprehensive Operations Planning Directive (COPD) Version 3.0, dated
15 January 2021
T PO(2022)0514 (INV), Education, Training, Exercises and Evaluation (ETEE)
Common Funding Policy, dated 19 December 2022
U Bi-SC Directive 075-004, Operational Experimentation Directive, (revision, new
document expected end July 2023)
V MCM-0019-2022, Warfare Development Agenda, dated 07 April 2022
W SH/PLANS/SDF/CRF/DPF/23-013997 – ACT/SPP/SEE/TT-7015/Ser:NU1783,
Capability Hierarchy, dated 04 August 2023
X SH/SDP/J7/FPR/TRR/LN/22-009463-1, ACO Collective Training and Exercise
Directive 2024, dated 03 March 2022
Y SH/SDP/J7/FPR/AFP/RN/22-009467, SACEUR’S Guidance for Education,
Training, Exercises and Evaluation, dated 16 March 2022
Z IMSM-0095-2021, SHAPE request to link national exercises to NATO exercises
for Military Training and Exercise Program cycle 2022-2026 (Annex A -
Information Required to Initiate Linkages Process), dated 08 March 2021
AA Treaty on Conventional Armed Forces in Europe (CFE), dated 19 November 1990
BB Vienna Document (VDOC) 2011 on Confidence and Security Building Measures
(CSBM), dated 30 November 2011
CC LC/PLS/G7/1902-4148, LIVEX Local Operations Control Handbook, dated 28
February 2019
DD ACO Directive 080-095, CIS Planning Directive, dated 10 March 2014 (currently
under revision)
EE Terms of Reference (TOR) for the NATO Exercise CIS Support Meeting
(NECSM), dated 18 September 2012
FF C-M(2007)0118, NATO Information Management Policy (NIMP), dated 11
December 2007
GG C-M(2008)0113, The Primary Directive on Information Management, dated 27
November 2008
HH Bi-SC Directive 025-001, Information and Knowledge Management, dated 25
November 2019
II AC/322-D(2009)0045-REV1, Guidance for Developing IM Plans, (under revision,
when promulgated)
JJ ACO Directive 087-003, ACO Military Cooperation, dated 18 June 2021
KK AJP-3.14, Allied Joint Doctrine for Force Protection, Edition B, dated DD Mmmm
YYYY (when promulgated)
LL ACO Directive 080-025, ACO Force Protection, dated (under revision, when
promulgated)
MM ACO Directive 075-016, Collective Training and Exercise Resource Planning and
Management, dated 13 July 2022
NN MC 0628, NATO Military Policy on Strategic Communications, dated 10 July 2017
OO ACO Directive 095-002, ACO Strategic Communications, dated 12 July 2021
B-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

PP PO(2019)0159 (INV), NATO Strategic Communications Framework on Military

Posture, dated 16 April 2019
QQ ASCP-01, Allied Strategic Communications Publication for NATO Strategic
Communications (StratCom) Training Standards, Edition A Version 1, dated 02
June 2020
RR AJP-10, Allied Joint Doctrine for Strategic Communications, Edition A Version 1,
dated 13 March 2023.
SS AC/35-D/1040-REV6, Supporting Document on Information and Intelligence
Sharing with Non-Nato Entities, dated 21 August 2014

APPENDIX

1. Additional Related Documents

B-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

B-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 1 TO
ANNEX B TO
Bi-SCD 075-003
DATED 01 SEP 23

ADDITIONAL RELATED DOCUMENTS

1. This appendix provides a list of additional related documents, which might be of utility for
exercise planners and SMEs supporting the EP. Below listed documents may have influenced
Bi-SCD 075-003 contents to various annexes and subjects, but are not directly referenced in the
text.

CIS related
CIS-1 Annual report from the NATO EXERCISES CIS SUPPORT MEETING (NECSM)
CIS-2 DIRECTION & GUIDANCE ON CIS PLANNING, dated 15 March 2019
CIS-3 SH/CyOC/SA/38/18-001396, CYBERSPACE OPERATIONS CENTRE TRIAL
STRUCTURE CONCEPT OF EMPLOYMENT, dated 23 November 2018
CIS-4 SH/CyOC/SA/38/18-001396, CYBERSPACE OPERATIONS CENTRE TRIAL
STRUCTURE CONCEPT OF EMPLOYMENT, dated 23 November 2018
CIS-5 MCM-0106-2014 (REV1), NATO FMN Implementation Plan, 26 November 2014
CIS-6 MCM-0125-2012, FMN Concept, 21 NOV 2012
CIS-7 C-M(2015)0003-AS1, 30 January 2015 NATO FMN Implementation Plan Volume
I, 26 NOV 2014
CIS-7 MC 0660 (Final), Military Committee Directive to the NATO Command Structure
for Participation as an Affiliate Within Federated Mission Networking, dated 15
January 2018
CIS-8 MC 0593/1, Minimum level of command and control service capabilities in support
of combined joint NATO led operations, 12 JUL 2017
CIS-9 MC 0640, Minimum level of communication and information systems capabilities
at land tactical level, June 2018
CIS-10 MCM 0083-2005, NATO Response Force (NRF/ARF) Minimum Military
Requirement (MMR) for Common Funded Deployable CIS and HQ CSS
Equipment, dated 07 July 2005
CIS-11 AMSG 600 (current edition)

Operations Assessment related

J5-1 NATO Operations Assessment Handbook v4.0, dated 5 January 2023

Staffing & Workforce related

J1-1 MC 216/4 – AAP 16(D) “Manpower Policy and Procedures” Change 40 and 42.
J1-2 ACO Directive 045-003 “Management of Workforce for NATO Operations and
Exercises”, dated 26 July 2021

Bi-SC Directives
Bi-SCD-1 Bi-SC Directive 075-007, Education and Individual Training Directive, (revision,
new document expected end July 2023)

B-1-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

B-1-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ANNEX C TO
Bi-SCD 075-003
DATED 01 SEP 23

STAGE 0 – INITIATION

1. Major Deliverables. The purpose of Stage 0 is to:

a. Develop key stakeholders’ common understanding of the exercise’s priority as

opposed to other competing exercises and activities through two major deliverables:
EXINT and OSE Guidance.

b. Initiate time sensitive actions such as developing a new setting, linking LIVEX,
estimating exceptional costs, or developing interoperability modules.

c. Starting from the Exercise Concept 21 (EC) laid down in the multi-year CT&E
Directive and considering contextual documents, Stage 0 further answers the “5Ws” and
the “How”:

(1) Why: Confirm and complete EAs.

(2) What: Develop the Exercise training progression (set of CT&E activities to
be integrated in the EP) and draft EOs.

(3) Who: Confirm the exercise Command and Control (C2) structure and the
maximum level of participation for key stakeholders (numbers).

(4) Where: Identify suitable training areas and real deployment requirements.

(5) When: Confirm and complete EP milestones (including dates and location).

(6) How: Develop the roles and responsibilities for TA, EXCON Cells, EVAL, CI
(Ends, Ways, Means).

d. Stage 0 finishes with OSE up-to-date direction and guidance for the approaching
exercise by issuing the EXINT document and the OSE Guidance (order for the EP’s effort)
to embrace administrative topics. All single Stage 0 deliverables may be assembled as
annexes to the OSE Guidance. The EXINT documentation contains the initial exercise
specifications probably as a compilation of few slides to be promulgated with a
Commanders letter, see Annex M (Exercise Process guidance and deliverable templates).
Given the fact, that for computer assisted exercises, there is certainly no need for a fully-
fledged Stage 0 in the same style as for a LIVEX, the OSE Guidance can be developed as
a stand-alone product immediate prior to Stage 1, or with start of Stage 1. For simple
exercises, Stage 0 activities would be limited to only one staff level revision and
preparatory event.

2. Roles and Responsibilities. The OSE leads Stage 0. OSE is assisted by exercise
preparation bodies prefigured at the beginning of Stage 0: SG including representatives from the

21 EC includes exercise aims and parameters.

C-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

key stakeholders’ leadership, EB assisting SG and composed of the OPRs and key functions, EG
integrating SMEs around EB, and an ET in every key formation providing reach back to EG.

3. Key Tasks. Stage 0 is organised by key tasks as depicted in Figure C-1 at the end of this
annex.

a. Key task 0.1. – Call for Exercise Initiation Conference. The Exercise Initiation
Conference (EIC) gathers representatives of key stakeholders’ leadership and essential
future members of the exercise preparation bodies and OSE HQ ET. Prepare for the
initiation of the EP.

(1) Sub task 0.1.a. OSE appoints the OSE OPR, who is responsible for
conducting the follow-on activities leading up to the development of the EXINT and
OSE Guidance. Organisation of Stage 0 work schedule and methodology will be
led by OSE OPR.

(2) Sub task 0.1.b. OSE OPR coordinates administrative arrangements and the
release of a COS order/calling letter for the EIC to embrace Before Action Review
(BAR) and EO Workshop 0 (EOWS-0). A generic EIC organization is depicted in
Figure C-2. This order/invitation describes the aims, agenda, expected participation
and tasks for EIC. The EC arising from the CT&E Directive is enclosed as the initial
information to build upon. In the absence of an EC, the OSE OPR develops one in
close coordination with OSE, OCE, ODE, and PTA.

(3) EIC requires significant participation in order to enable a comprehensive

understanding and early buy-in from the key stakeholders. In addition to one OPR
per HQ and J7/ODE facilitators, the following functional experts are expected to
participate to cover 7 MCAs:

(a) 1 to 3 SMEs from each OSE Division/Branch. This is the reason why
EIC should be held at OSE location.

(b) 7 SMEs (1 per MCA 22) per PTA.

(c) 3 SMEs (Operations (OPS), Logistics (LOG), Intelligence (INTEL)) per

STA.

The expected participation should be announced early and detailed in EIC

order/calling letter.

b. Key task 0.2. – Conduct EIC. The purpose of the EIC is to compile and draft the
EXINT and OSE Guidance as well as to prepare for the Commanders’ Stage 0 VM-0. At
this time, representatives from the Command Groups (CG), Senior Mentors/Advisors, EB
and SMEs put together information derived from CT&E related D&G and products 23
specifically with the view to the upcoming exercise. They compare earlier D&G and
previous assumptions with present-day facts and real world state of affairs. Where there
is a latent need for changes of EC, priority, or else demand for adjustment/synchronisation

22Main Capability Area.

23CT&E related D&G and products such as SGE, CT&E Directive, eRepository, MTEP, Lessons Learned, Training
Plans, etc.
C-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

between that specific exercise and real world, this will be summarised and prepared by
OSE staff for Commanders information and decision. Hereafter the EIC participants draft
relevant 24 and sustainable 25 EOs. TA synchronize their Primary Training Requirements
(PTR) with the draft EOs. EOs finalized during EOWS-1 and released with the EXSPEC
at Stage 1 will accelerate a more precise exercise scenario scripting and product
development during Stage 2 activities and aid the preparation and execution of the CRP
during Stage 3.

(1) Sub task 0.2.a. – Prepare BAR. OSE, OCE, ODE and TA OPRs collect and
review their HQ training requirements and capabilities and provide it to OSE OPR
in order to start the compilation of exercise specifics across all involved entities and
to feed the BAR.

(2) Sub task 0.2.b. – Prepare EOWS-0. OSE nominate functional experts as
EO coordinators (EO Coord) in each MCA and draft EOs with OSE OPR
assistance 26.

(3) Sub task 0.2.c. Conduct EIC Part I - CG-level discussion & BAR. The
EIC starts with a CG-level discussion, brainstorming session chaired by OSE
VCOS/DCOS, and run by OSE OPR/J7 with contributions from OSE, OCE, ODE,
TA leadership and Senior Mentors/Advisors. They review the following information:

(a) EC with focus on the assumptions.

(b) New collective and TA specific training requirements.

(c) Exercise setting and emerging scenario.

(d) BAR with focus on new concepts and LI/LL/Best Practice (BP) from
previous similar exercises.

(e) Political-military and CG-level considerations.

Hereafter, they agree on the CG-level TA challenges thus enabling OSE scripting
of “C3” EO during stages 0 and 1 EO development. The agreed CG-level TA
challenges and the EO “C3” will be the baseline for follow-on discussion and
examination alongside with Stage 2 Strategy Workshop (see annexes E and Y).

(4) Sub task 0.2.d. Conduct EIC Part II - staff-level BAR & initiate EOWS-0.
OSE OPR opens the staff-level EIC with a two-part plenary session:

(a) BAR. EIC participants review the exercise information arising from
CG-level session with a view to develop a common understanding and to
complete the training requirements analysis.

24 EOs should accommodate the Training requirements as agreed/confirmed during stage 0 exercise analysis and
CSC activities. EOs should involve all TA.
25 EOs acknowledged by OSE, OCE, ODE and TAs.
26 OSE OPR provides assistance on the EO development methodology.

C-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(b) EO Development. OSE OPR, assisted by the EIC participants will:

1/ Refine the exercise C2 structure: Maximum level of

participation 27 of each Force Element and National headquarters 28;
relationship 29.

2/ Develop “C3 30” and “Prepare” EOs.

(5) Sub task 0.2.e. Conduct EIC Part III - staff-level EOWS-0 continuation
and EB meeting 0 (EBM-0). EIC audience split into syndicates in order to develop
the remaining EOs: “Plan” (J5/J35-led), “Project” (JSEC/JLSG-led), “Inform” (J2-
led), “Engage” (J3-led), “Protect” (J3-led), “Sustain” (J4-led). Meanwhile, EB
meeting at Stage 0 (EBM-0) takes place.

(a) EO syndicates.

1/ Each EO syndicate is composed of an OSE “EO Coord” (lead)

and expert representatives from OSE divisions and FEs. OSE EO
Coord is assisted on the content by a “Deputy EO Coord” nominated
by the PTA. OSE J7 and ODE support the EO Coord on the
methodology and ensure that draft EOs will be manageable and
sustainable. Annex I details EO development process and provides a
brainstorming tool (one presentation slide per EO).

2/ It is wise conducting “Plan”, “Inform”, and “Project” syndicates

in parallel followed by “Engage”, “Protect”, and “Sustain”. This
enables the 3 representatives from STA and/or Response Cell (RC)
to support all syndicates.

(b) EBM-0 is conducted by the OSE OPR in order to complete the future
OSE Guidance with OPR-related information such as the composition of the
exercise preparation bodies, EP milestones, Exercise training progression,
and exercise feedback requirements.

(6) Sub task 0.2.f. Conduct EIC Part IV - staff-level consolidation of the EIC
outcomes in plenary session. EIC finishes with EO consolidation and
presentation of the way ahead to all EIC participants. Roles are as follows:

(a) OSE J7 chairs the discussion with a view to coordinate EOs, draw
action items.

(b) EO Coordinators back brief their EO and note group’s suggestions.

(c) EB present the outcomes of EBM-0.

27 Refer to Appendix 1 for a description of different levels of participation in exercises.

28 Response Cell, Robust Response Cell (R-RC), STA or PTA
29 OPCON, supported/supporting interrelationship (SSI), or coordination
30 C3: Command, Control, and Consult

C-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(d) EIC participants contribute to the discussions and receive the EIC
information in order to update their staff and further contribute to EA and EO
consolidation.

c. Key task 0.3. Prepare and conduct Commanders’ Validation Meeting for Stage
0. Upon EIC completion, OSE OPR compiles draft EXINT and OSE Guidance with the
EB. Hereafter, OSE OPR calls for Validation Meeting at Stage 0 (VM-0) where OSE
validates EXINT and OSE Guidance with OSE, OCE, ODE, TA, and Enablers
Commanders.

(1) Sub task 0.3.a. OPRs and SMEs update their respective staff (up to
VCOS/COS level) on the EIC outcomes and provide feedback to the OSE OPR and
OSE EO Coordinators. Meanwhile, the OSE OPR compiles EXINT and OSE
Guidance and integrates EB comments.

(2) Sub task 0.3.b. OSE prepares administrative arrangements and releases a
calling letter for VM-0. This invitation describes the expected CG-level participation,
aims, and agenda. Consolidated draft EXINT and OSE Guidance are enclosed to
the calling letter. VM-0 can be executed as a Video Teleconference (VTC) or as a
meeting.

(3) Sub task 0.3.c. OSE chairs VM-0. Commanders confirm EXINT,
acknowledge OSE Guidance, and discuss risks/opportunities with OSE. OSE
provides D&G for Stage 1, exercise specification.

(4) Sub task 0.3.d. OSE OPR releases VM-0 Record of Decision (RoD) or
Summary Report of the Meeting. The RoD includes decisions and actions as well
as Commanders guidance; whereas a Summary Report of the VM-0 would describe
background information, significant points, conclusions and
recommendations/follow-on actions of the exercise participants and key
stakeholders.

d. Key task 0.4. – Promulgate EXINT and OSE Guidance. OSE promulgates the
EXINT in tandem to the OSE Guidance.

C-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure C-1 – EP Stage 0 key tasks

C-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure C-2 – EIC Overview

C-7
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

APPENDIX:

1. Levels of participation in exercises

C-8
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 1 TO
ANNEX C TO
Bi-SCD 075-003
DATED 01 SEP 23

LEVELS OF PARTICIPATION IN EXERCISES

1. The role and the level of participation of NCS and NFS HQs to future NATO exercises is
set in SACEUR’s annual CT&E Directive and developed in MTEP. During the exercise initiation
and specification stages, the OSE may restrain or open the participation in order to adapt to
contingencies and opportunities.

2. It is essential that exercise developers share a common understanding of the four possible
levels of participation: Primary Training Audience (PTA), Secondary Training Audience (STA),
Robust Response Cell (R-RC), and Response Cell (RC).

a. PTA. The PTAs are those force elements identified in the multi-year exercise
documents as the main focus of the exercise, confirmed in Stage 0 and laid down in the
EXINT (if not confirmed in Stage 0, at least in early Stage 1 and laid down in EXSPEC).
Exercise design, resources and conduct are managed to meet the PTAs training
requirements. Being PTA implies to be challenged to the maximum extent possible, in
several areas chosen by the Commander (e.g. Crisis Establishment integration with
reinforcement mechanism, capable opposed forces, business continuity following a strike,
24/7 battle rhythm, autonomous deployment, Command Post relocation, etc.).

b. STA. The STAs are those force elements identified in the multi-year exercise
documents, confirmed in Stage 0/Stage 1 and laid down in the EXINT/EXSPEC as the
secondary focus of the exercise. Exercise design, resources and conduct within means
and capabilities are managed to meet the STAs training requirements. Being STA implies
to be challenged to a manageable extent.

c. R-RC. Robust Response Cell(s) depict those HQs drilling into their battle rhythm
and reports and returns as part of the higher, lower or, side control, or opposing forces’
organizations (HICON, LOCON, SIDECON, OPFOR). R-RCs belong to EXCON. They
are directed as much as required so that the exercise focuses on PTA - STA requirements.

d. RC. A RC represents all subordinated HQs receiving guidance from, and interacting
with the TA.

3. FEs may be evaluated as PTA, STA or R-RC. However, the evaluation may be constrained
by the challenges chosen by a PTA or by the lack of Training Objectives and resources from R-
RC. Therefore the evaluation will ideally take place, when the FE is STA.

4. Tables C-1 and C-2 summarise the description, benefits and obligations of PTA/STA and
R-RC/RC level of participation in exercises.

C-1-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003
Primary Training Audience (PTA) Secondary Training Audience (STA)

Description • Maximal Staff participation with reinforcement (60 to 90% of the • Maximal Staff participation without reinforcement (40 to
PE/CE). 60% of the PE/CE).
• Practice Operations and Procedures in realistic and challenging • Practice Operations and Procedures in a realistic but
training conditions. manageable training conditions.
• PTA Exercise and Training Objectives (EOs/TOs) drive the • STA may have Secondary TOs. However, OCE/ODE have
Exercise. no obligation to resource, support or Observe STA TOs.

Benefits • Enhance Operational and Procedural performance through • Enhance Operational and Procedural performance
maximal internal battle rhythm/productions and maximal external through maximal internal battle rhythm/productions and
interactions. Stress-test the HQ. maximal external interactions.
• Choose HQ location. • Propose HQ location.
• Influence during exercise preparation and execution (especially • Consulted during exercise preparation and execution.
through EOs, TOs, OPR, Trusted Agents). • May receive feedback from Trainers (within ODE means
• Receive feedback from -Trainers (especially on TOs). and capacities).
• Evaluation is possible but constrained by Stress-test. • Evaluation is possible and optimal.

Obligations • Contribute to EOs and develop PTOs. Commit to EOs/TOs • Contribute to EOs and TO development. Support
achievement. EOs/TOs achievement.
• Full support the Exercise Process (EP). • Support EP.
• Workforce: Maximal participation to meet EOs and TOs; arrange and integrate personnel reinforcement; exchange operational
liaisons; designate own LOCON and CAX Operators (upon OCE request).
• Workspace: Set-up, support, and screen own CP workspace (when exercising outside Training Centres).
• CIS: Establish and maintain own CIS and connect subordinated HQs (when exercising outside Training Centres).
• Content: Generate ORBAT with own subordinates; populate own Functional Services; timely produce operational plans and orders
before and during the exercise ICCW higher and lower echelons; facilitate TT/EVAL work; self-Observe STOs (when they exist).

Table C-1 – Level of PTA and STA participation in exercises

C-1-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003
Robust Response Cell (R-RC) Response Cell (RC)

Description • Significant number of Military Staff portraying a HQ/Unit (20 to • Minimal number of Military Staff or Contractors portraying a
60% of the PE/CE) as agreed with OSE, OCE, and ODE. HQ/Unit (composition set by the ODE in EXSPEC).
Under EXDIR control, provide robust interactions expected by the Under EXDIR control, provide the minimal interactions
TA (interactions at all levels across staff functions, participate to all expected by the TA (answer to RFIs, participate to key
meetings/VTC organised by TA, produce robust plans and orders meetings/VTC organised by TA, produce “light” plans and
and elaborated reports/returns). orders and limited reports/returns).

Benefits • FE trains its internal procedures and Battle Rhythm. • Individual/Team Training.
• Visible participation in the exercise. • Symbolic participation in the exercise.
• Utilise Own or OCE/ODE workspace. • Utilise OCE/ODE workspace.
Transport at least partially eligible to MTEP budget. Transport eligible to MTEP budget.

Obligations • Deploy to a location agreed with OSE, OCE, ODE. • Deploy where being told by ODE.
• Contribute to develop ORBAT. • Contribute to develop ORBAT (when applicable).
• Integrate the cell including CAX operators (if any). • Integrate the cell including CAX operators (if any).
• Send all liaisons to TA. • Send essential liaisons to TA.
• Produce robust plans and orders including in preparation of the • Produce “light” plans and orders at least during the exercise
exercise ICCW EXCON-TA. ICCW EXCON-TA.
• Develop and deliver injects. • Develop and deliver injects.
• Respond to TA solicitations as realistically as possible in all • Respond to TA solicitations as realistically as possible in
Functional Areas. the Main Capability Areas.
• Nation pays the Per Diem (meals and accommodation). Nation pays the Per Diem (meals and accommodation).
Contributes to MEL/MIL Development.

Table C-2 – Level of RC and R-RC participation in exercises

C-1-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

C-1-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ANNEX D TO
Bi-SCD 075-003
DATED 01 SEP 23

STAGE 1 – SPECIFICATION

1. Major Deliverables. The EXSPEC specifies ambitions, resources, and delineation of

responsibilities outlined in the EXINT. Secondly, the EXSPEC has to be appreciated as a
justifying document for various purposes 31. Thirdly, it is OSE’s order to the OCE to plan, conduct
and analyse the exercise. It connects the exercise participating/supporting
FEs/HQs/organisations (OSE/OCE/ODE/TA and main contributors) around EAs and EOs with
transformational guidance at an early stage and provides the foundation for detailed exercise
planning. It should list their respective contributions, expectations and requirements. The
EXSPEC should be signed by the OSE 12-18 months before the exercise conduct stage (Stage
3) to ensure clarity on participation and the availability of resources (TA), supporting
organisations, Host Nation (HN), funding, CIS, IKM, Partners, and scenario 32. EXSPEC is
promulgated after the Commanders’ Stage 1 Validation meeting (VM-1). Once approved it
remains in force even if the EXPLAN will provide greater detail in many aspects following as the
exercise is prepared in greater details. As per Reference A, the EXSPEC will be provided to
superior command levels and to the MC and NAC as required 33. A template for the EXSPEC is
at Annex M (Exercise Process deliverable templates).

2. Roles and Responsibilities. The OSE leads Stage 1, supported by the EB and EG which
are formed by selected members from the OSE staff, the OCE, TA, ODE (if an ODE is designated)
and other supporting HQ/agencies as appropriate. The composition of the EB and EG, as well
as a planned EP timeline, to include an exercise milestone calendar, are laid down in the OSE
Guidance released at the end of EP Stage 0.

3. Key Tasks. Stage 1 is organised under dedicated key tasks (for orientation, see also
Figures D-1 and D-2 at the end of this annex).

a. Key task 1.1. – Prepare and conduct Exercise Board-1/Group-1.1 meetings.

OSE OPR prepares and conducts EB/EG meetings in order to initiate and consolidate
EXSPEC development. Stage 1 regularly contains three sequenced EGMs. Each EGM-
1.x is dealing with a dedicated evolution from EXSPEC template (at EGM-1.1) via initial
draft EXSPEC (at EGM-1.2) to intermediate draft EXSPEC (at EGM-1.3). See Figure D-2
for an example of an EXSPEC development sequence and timelines typical for a CPX.
Compared to the EXSPEC development timeline for CPX, EXSPEC development related
to LIVEX will start roughly 12 month earlier than for CPX.

(1) Sub task 1.1.a. OSE OPR generates the EXSPEC template based on the
EXINT document/common template as per Annex M.

(2) Sub task 1.1.b. OSE OPR convenes EBM-1 (as necessary) and EGM-1.1

31 E.g. Budget allocation, delineation of roles and responsibilities, StratCom matters.

32 Major Scenario decisions are made in the MTEP process to provide sufficient lead time, typically 36 months for
new GEO settings. Only minor changes can be accommodated in the normal EXSPEC timeline.
33 Allies have the right, on a case-by-case basis, to request MC or NAC approval of the EXSPEC. Member Nations’

sovereignty rights, political sensitivities and values (such as historical, social, cultural etc.) will be taken into
consideration and preventive measures will be defined by Strategic Commands in relevant EXSPEC to avoid any
misunderstanding and undesirable incidents in this regard.
D-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003
(may be run by VTC).

(3) Sub task 1.1.c. At EBM-1/EGM-1.1, OSE OPR emphasises OSE Guidance,
to include Stage 1 EB/EG composition, deliverables, responsibilities, timelines, and
working methodology. OSE OPR presents EXSPEC template, explains where and
when EG representatives should contribute, and announces timeline for the initial
draft EXSPEC.

(4) Sub task 1.1.d. EG reviews foundation documents. These should include
OSE Guidance, EXINT and else up-to-date D&G.

(5) Sub task 1.1.e. EG updates/integrates exercise information from foundation

documents into EXSPEC template as necessary. The validated EXINT should be
available at this time as Stage 0 outcome. If not, the annual CT&E Directive and
the MTEP will provide basic information on exercise conception and tentative
scheme. This information should be enriched and confirmed within EXSPEC.

b. Key task 1.2. – Conduct EO workshop 1 (as required). OSE OPR conducts an
EOWS-1 as individual event, or reviews/consolidates with the EG on EOs during EGM-1.x
venues as required. Both methods are aiming to continue EO development and to finalize
EOs, which were drafted at EOWS-0 (see Stage 0). EOWS-0 participants scripted draft
EOs focusing on OSE/OCE/ODE/PTA training requirements and PTA leadership selected
challenges that have a potential high impact on the exercise (e.g. transition from Peacetime
Establishment (PE) to Crisis Establishment (CE), 24/7, business continuity, free playing
Opposing Forces (OPFOR), HQ deployment/relocation). EOWS-1 would be held to
integrate STA training requirements to EOs and to define to which extent main challenges
selected by PTA should be planned and executed. TA synchronize their Procedural
Training Roadmap with the consolidated EOs. More details are to be found in Annex I (EO
Development).

Notes: EOWS is essential to gain TA’s CG and key staff wide understanding and
contribution to exercise requirements/limitations before detailed exercise planning
starts.

Stage 1 EO development activities’ products are the final EOs and the PTA’s PTR;
however a by-product of the brainstorming is certain exercise design data (e.g.
information on exercise duration, response cells, deployment, setting/scenario),
which should be captured in the EOWS-1/EGM-1.x minutes and feed into the
EXSPEC, TOs, scenario production.
Drafted EO have already been developed at Stage 0 (Initiation) and are provided
with the EXINT.

c. Key task 1.3. – Prepare and convene EGM-1.2 to EGM-1.3 and enrich EXSPEC
document. In continuation of key tasks 1.1 (EGM-1.1) and 1.2 (EOWS-1), EG members
script their assigned EXSPEC part and send it to OSE OPR who collects and assembles
EXSPEC contributions in preparation to EGM-1.2 and EGM-1.3, thereby evolving the
EXSPEC draft versions for consolidation during the EGMs. The subtasks supporting this
key task can be used as a checklist for the subjects to be worked during Stage 1
accomplishment/EXSPEC development. If necessary, some of the below subtasks might
already start in a timely manner with key task 1.1 and/or 1.2 activities.

D-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003
(1) Sub task 1.3.a. EG updates exercise training progression options 34. This
subtask determines how to design 35 and conduct the exercise in order to
accomplish EAs and EOs, including the consideration how to realise the CI projects
(mainly experiments, warfare/concept development and doctrine). It will establish
which Stage 3 (Conduct) training blocks are to be conducted, how to sequence them
and how to employ exercise resources. The CT&E toolset, training blocks, and
activities are defined in Annex H (CT&E toolsets). The EG should consider
substitute training blocks or toolsets which would best support the requirements.

(2) Sub task 1.3.b. Confirmation of participation. The EG confirms validated

participation requirements 36 and calls the potential providers for
participation/support.

(a) This should include SMEs and advisor on dedicated topics 37 and
EXCON (including RCs), and trainer, mentor, Senior Mentor (SM)
requirements.

(b) The EG must coordinate with SHAPE PD MIC and SHAPE PD J9 to

ensure Partner nations and NNEs are involved as early as possible in the
exercise process in accordance with NATO policy. The EXINT and the
MTEP provide the starting point/outline and planned level of partner
involvement. In accordance with Reference Q, OSE level should ensure that
the NATO documents required for release to Partners participating in the
exercise are identified and released as soon as practicable according to
extant rules and procedures. Partner participation in a LIVEX may include
the determination of the requirement for a PETE. The requirement should
be stated in ePRIME 38. All IO/GO/NGO involvement must follow the
guideline and processes laid out in References A and E.

(c) The EG should establish the requirements for external support to be

requested from other NATO HQs and/or agencies.

(d) Support request to NATO accredited Centres of Excellence (COE)

should be made via the Request for Support Tool 39 for COEs as early as
possible.

34 Exercise training progression options should describe the selection and sequence of training blocks (A to F) and
what is expected to be trained/exercised by which TA in which training block. It describes the framework data of the
single training/exercise venues to include timings, location, supporting/supported roles for TA, EXCON and
supporting elements.
35 Refer inter alia to definition/description of Exercise Design at Annex A, Annex E, Annex G, Annex X, Annex Y and

Annex Z.
36 Validated by involved Commanders during Stage 0 validation meeting (VM-0).
37 CIS, Real Life Support, Security, Information Knowledge Management, StratCom (exercise and real world

engagement and public affairs, protocol/visitors themes, legal and political considerations.
38 It is important to create the exercise activity and events open to partners in ePRIME as well for administrative

purposes, such as inviting partner to dedicated exercise events, or to allow financial support requirements from NATO
to partners, as required.
39 Request for Support Tool (RFS) is available on the unclassified network via TRANSNET and provided by ACT.

D-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003
(3) Sub task 1.3.c. EG confirms HN availability. The HN(s) should have been
identified in the MTEP. The EG confirms the ability of the HN(s) to host the exercise.
See Annex S (Host Nation Support considerations).

(4) Sub task 1.3.e. OCE/ODE OPR confirms the exercise setting by providing
the narrative and depiction of the exercise Geo-Strategic-Situation as the first of a
series of Scenario documents. This is usually based on analysis of contingency
planning priorities and priority planning situations, as well as likely risks and threats,
the EG may offer alternative recommendations to those included in the MTEP. In
most cases, this would involve using products from the setting and scenario library.

(5) Sub task 1.3.f. Evaluation requirements. The evaluation conducting

authority will determine evaluation organisation, conduct, responsibilities, and will
nominate a DIREVAL. More details are in Annex G (Exercise Feedback Processes)
and in Reference B.

Note: PTA’s PTR assists the evaluation body in selecting evaluation venues.

(6) Sub task 1.3.g. Capability Integration requirements.

(a) OSE in coordination with the HQ SACT JFD organisation determines

requirements for all CI related projects.

(b) OSE analysis requirements may be submitted to HQ SACT for

inclusion into the JALLC POW via the Bi-SC Analysis Requirements
process40. Other specialist organisations (e.g. COEs) may also contribute to
the analysis effort.

(c) For NATO exercises, HQ SACT establishes a Bi-SC CI Team

synchronizing all CI related projects and facilitating their integration to EP.
These CI activities should not interfere with the achievement of both the EAs
and EOs. More details are in Annex G (Exercise Feedback Processes).

(7) Sub task 1.3.h. StratCom considerations and requirements.

(a) The OSE StratCom body must be consulted to determine the real-
world StratCom for the exercise 41. It is essential that StratCom is
incorporated in the EP from the outset. High visibility events 42 and/or media
days connected to the exercise provide a useful venue to deliver and support
StratCom, especially when StratCom is a clear EA.

Notes: Distinguished Visitors days are organized for Military and

Political authorities. DV days are resource intensive and may
potentially disturb the training effort, if not scheduled appropriately.
Thus, DV day should generally be scheduled at the beginning or end of

40 In accordance with the Bi-SC LL Battle Rhythm, JALLC support to Exercises and Operations is coordinated and
approved through the annual LL Steering Group. Analysis requirements for the following two years are then included
in the JALLC PoW,
41 The OSE must refer to Higher Headquarters (HHQ) for StratCom D&G.
42 High visibility events such as, but not limited to exercise oopening- and closing ceremony, distinguished visitor

(DV) day.
D-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003
an exercise (or in a lull of activity). Protocol must be also involved from
the outset.

Visitors’ days and Observer programmes can be a less disruptive

option, channelling selected visitors through working-level
programmes, more easily manageable and transparent to the TA.
Visitors’ days are mainly organized for allied military authorities.
However, Visitors days and Observer programmes may also require
NAC engagement and early approval, in the event of political
sensivities.

Reference A provides policy statements along the lines with NATO

transparency measures and visitors/observers/inspectors
requirements.

(b) Communications policy. The OSE StratCom body must be consulted

to determine communications policy for the exercise.

(c) Exercise logo. The exercise logo and branding contributes as well to
the visibility of the exercise. The EG develops in close coordination with
OSE, OCE, ODE, TA and Host Nation the appreciated NATO Exercise patch
or logo. Reference R provides strict procedures and templates. All designs
must be submitted for approval to SHAPE J10 STRATCOM.

Notes: The exercise logo template provides fixed elements, that cannot
be changed plus a reserved space for a representative visual element
and editable text fields. Exercise specific text blocks and visual
element should follow a simplicity of design, understandability and
should be concise and clearly descriptive. Submissions for NATO
exercises may seek to reflect the host nation(s) or other relevant
visuals.

(8) Sub task 1.3.i. Budget and finance (BUDFIN) determines and coordinates
exercise budget responsibilities. The OSE fund manager must coordinate
responsibilities with the OCE fund manager and the ODE when designated.

(9) Sub task 1.3.j. OSE OPR updates the exercise milestone planning
schedule. The exercise milestone planning schedule should cover the preparation,
conduct, and feedback of all CT&E activities. It is a collaborative process and may
be updated throughout the EP.

(10) Sub task 1.3.k. OCE and TA OPRs outline RLS responsibilities.

(11) Sub task 1.3.l. OSE OPR collects and assembles EXSPEC contributions.

(12) Sub task 1.3.m. OSE OPR shares the draft EXSPEC with EG, asking for
comments in preparation to the Exercise Specification Conference (ESC) (see key
task 1.5).

d. Key task 1.4. – Conduct Site Survey (as required). OSE OPR conducts site
survey in order to confirm exercise locations (suitability and availability). The HN(s) will

D-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003
have been established in the MTEP and confirmed/validated during Stage 0. As soon as
practicable, the OSE OPR should coordinate with the OCE OPR and HN OPRs for first
site survey to establish the basis for planning including the availability and cost of Host
Nation Support (HNS). The subtasks supporting this Task are:

(1) Sub task 1.4.a. OSE OPR coordinates administrative arrangements to

release a calling letter for site survey in close coordination with HN. This invitation
describes the expected participation (OCE, ODE, TA, HN and SMEs) and the
expected inputs and outputs. The preparation is fundamental to exploit available
time on-site.

(2) Sub task 1.4.b. The first site survey confirms the exercise locations and the
associated CIS, CYBER, RLS 43, legal considerations44, real media, visitors, and
financial support requirements. Confirmation of potential HNS will be requested.
For more details, see Annexes T (Physical Security considerations), S (Host Nation
Support considerations) and L (LIVE Exercises).

(3) Sub task 1.4.c. Fund manager determines costs and update/develop initial
budget submission. The initial budget submission should be updated based on
requirements developed during the site survey. Consideration should be given to
non-NATO participation and supportive security arrangements.

Note: Exercise design may be ambitious so long as costs fall within budget,
are fully justified and follow financial regulations.

(4) Sub task 1.4.d. OSE OPR releases site survey minutes. The approved
minutes of the site survey describe the results of the survey, and will feed into the
further development of the EXSPEC.

(5) Sub task 1.4.e. OSE OPR updates draft EXSPEC with site survey outcome.

e. Key task 1.5. – Conduct Exercise Specification Conference. OSE OPR

conducts ESC in order to refine the draft EXSPEC with the EG. The subtasks supporting
this task are:

(1) Sub task 1.5.a. If necessary, additional EG members may support with
subject matter expertise to EXSPEC finalization.

(2) Sub task 1.5.b. OSE OPR coordinates administrative arrangements and the
release of a calling letter for ESC. This invitation describes the expected
participation (“EG plus” format 45) and the expected inputs and outputs. Comments
and contributions following the initial draft and/or first intermediate draft EXSPEC

43 Real Life Support (RLS) usually includes Transportation and Site organisation, Site Security, In/Out-Processing,

Accommodation, Catering, Welfare, Contracts. RLS cell supports daily life as well as special events iccw Legal,
Funding, CIS, Visitors, Real Media cells.
44 This is especially important when the exercise venue is in a country that has not ratified either the NATO or PfP

status of forces agreement (SOFA). The OSE OPR should determine existence and requirements for SHAPE-level
memoranda of understanding (MOU), JFC-level technical arrangements (TAs) and component-level joint
implementation arrangements (JIAs). The OCE OPR should also consider any arms control treaties and agreements
to which the HN is a signatory and which may impact on the exercise.
45 “EG plus“ format: Full support by EG members plus specific SME for dedicated subjects.

D-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003
should be sent to the OSE OPR in advance of the ESC in order to be validated
during the Conference.

(3) Sub task 1.5.c. OSE OPR conducts ESC with EG. Participants at the ESC
must come to the conference prepared to represent their Commander’s views on all
issues.

(4) Sub task 1.5.d. OSE OPR releases ESC minutes.

(5) Sub task 1.5.e. OSE OPR develops the so-called “final draft” EXSPEC.

f. Key task 1.6. – Prepare and conduct Validation meeting for Stage 1. OSE
conducts Commanders’ VM-1 in order to agree on the EXSPEC and discuss opportunities
and challenges. As the last subtask before EXSPEC promulgation, the OSE confirms
roles, responsibilities, and commitments with the respective TA Commanders and key
stakeholders, as described in the final draft of the EXSPEC. The subtasks supporting this
task are:

(1) Sub task 1.6.a. OSE OPR coordinates administrative arrangements and the
release of a calling letter for VM-1. This invitation describes the expected
participation (Commanders level), aims, and agenda. Final draft EXSPEC is
provided to participants.

(2) Sub task 1.6.b. OSE chairs VM-1. Commanders confirm EXSPEC and
discuss opportunities/challenges with OSE. OSE provides D&G. VM-1 can be
executed as a VTC or as a physical meeting. VM-1 also marks the transition from
OSE-led initiation and specification to the OCE-led planning and conduct of the
exercise. Thus, OCE is invited at the end of VM-1 to update the Commanders on
the way ahead: exercise planning (Stage 2).

(3) Sub task 1.6.c. OSE OPR releases VM-1 Summary Report of the meeting
or RoD. The approved summary report/RoD of the ESC describe the commitments
and follow-on actions of the exercise participants and key stakeholders.

g. Key task 1.7. – Promulgate EXSPEC. OSE OPR finalises staffing and OSE
promulgates EXSPEC in order to initiate EP Stage 2. In accordance with Reference A, the
EXSPEC will be provided to superior command levels and to the MC and NAC, as required.
The approved EXSPEC should be distributed to the EG, OCE, ACO, ACT, HN(s), TAs,
ODE, supporting agencies and participating nations. Dissemination of the EXSPEC to
involved partner nations via SHAPE PD. OSE OPR updates the exercise information in
eMTEP.

D-7
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure D-1 – EP Stage 1 key tasks

D-8
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure D-2 – Sequence and timeline to develop EXSPEC

D-9
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

D-10
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ANNEX E TO
Bi-SCD 075-003
DATED 01 SEP 23

STAGE 2 – PLANNING

1. Major Deliverables. The six major deliverables of the Planning Stage (EP Stage 2) are
the TOs, the OCE Guidance (if not already released prior to Stage 2 initiation), the EXPLAN, the
Scenario Modules, the exercise participation/workforce generation/CAX Support preparation, and
the Main Events List/Main Incidents List (MEL/MIL).

a. Training Objectives. TOs provide the basis from which exercises are designed,
prepared, executed and assessed. The scope of missions is large but exercise’s resources
and duration are limited. Therefore, starting from the OSE’s EXSPEC, there is a need to
develop a detailed common understanding between the TA and OCE/ODE in terms of TA
training priorities (Main Capability Area tasks to be performed), resources that are required
to enable the training of these tasks (conditions), and standards that will enable
measurement of the progress achieved during the exercise. For each exercise, specific
and detailed TOs will be staffed, implemented, executed and assessed. The OCE OPR is
responsible for the overall process, which is further depicted in Annex J (Development and
use of Training Objectives).

b. OCE Guidance. The OCE Guidance is the OCE’s detailed direction and guidance
to the exercise stakeholders on what the OCE expects the exercise to achieve and how
they should place it into an operational context. Draft TOs that have been developed
separately (see Annex J) are promulgated with the OCE Guidance. The OCE Guidance
should further address scenario requirements and possible options for achieving the TOs.
This guidance must be in place at least before the EG commences work on the EXPLAN.
The OCE OPR, supported by the EG and SMEs, will draft the OCE Guidance. A template
for the OCE Guidance is at Appendix M (Exercise Process Guidance and Deliverable
templates).

c. Exercise Plan. The EXPLAN is the primary OCE deliverable of the Planning Stage.
The EXPLAN is prepared for and used by personnel and organisations involved in the
planning, deployment, conduct and redeployment of the exercise. The EXPLAN provides
D&G to all stakeholders. It shall detail the exercise preparation and execution within the
parameters given by the OSE. The EXPLAN amplifies the EXSPEC. The EXPLAN layout
is described in Annex M (EP guidance and deliverable templates).

(1) The EXPLAN contains the OCE’s plan of the schedule, activities, tasks, and
coordinating instructions for the preparation and conduct of the exercise. Its major
elements include: the situation; the mission; EAs; EOs; TOs; execution including
exercise milestones; service support; Information Management; and Command and
Control. The EXPLAN also includes all necessary information to synchronize EP
with all exercise feedback processes (training, evaluation, internal assessment, and
capability integration).

(2) The EXPLAN is not designed or intended for use by the TA in their
operational role; therefore, operational information, which is disseminated using
operational procedures, should not be included in the EXPLAN apart from the force

E-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

exercise C2 structure - one of the pillars to build the EXCON structure - and the
composition/timeline of scenario deliverables.

d. Scenario Modules. Scenario documents, information, and data intended for use
by the TA in their operational role will be disseminated to the TA in accordance with ACO
operational processes and procedures using appropriate operational consultation,
command and control (C3) systems to the extent possible. These deliverables include
operational and referential data and information from the five remaining scenario modules
defined in Appendix 1 to Annex Y. These documents, information and data are produced
by the EG with contributions from the appropriate strategic, operational and tactical
commands, as well as supporting organisations. The major deliverables include:

(1) Module 1 – Geostrategic Situation (issued in Stage 1). A generic description

of the crisis area and major regional actors.

(2) Module 2 – Theatre of Operations Information. Country Information and

Geospatial data.

(3) Module 3 – Strategic Initiation. Establishes the international and NATO

political desired end-state, objectives, limitations and directions. This may be
generated as part of Plan Activation where SACEUR Advice is delivered.

(4) Module 4 – Crisis Response Planning or Plan Activation Information. This

module specifically supports Stage 3 C-block training activities conducted by TA,
when performing CRP activities along the lines of the NATO Crisis Response
Process (NCRP) - Baseline Mode or where the exercise is being conducted using
extant real world plans. Module 4 will embrace required higher level operational
documents and necessary information to support the Request for Information (RFI)
process. In many cases this will be extant real world plans and direction. In the
event of exercising the CRP in the form of an Accelerated Decision Making (ADM)
process, existing executable advance plans (or derivations of those existing plans)
are to be provided with Module 4. Definitions and explanations to different CRP
models are provided at References L 46 and S. SHAPE Standing Operating
Procedures (SOPs) and other ACO/Strategic Planning Directives define processes
for Plan Activation at the Strategic level.

(5) Module 5 – Force Activation and Deployment Information.

(6) Module 6 – Execution Information. Current situation at the start of exercise

(STARTEX).

e. Exercise participation/workforce generation and CAX Support preparation.

f. Main Events List/Main Incidents List.

Reference L provides information to three CRP models, namely the ‘Baseline Model’, the ‘Fast Track Decision-
46

Making’ and the ‘Accelerated Decision-Making’.

E-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

2. Roles and Responsibilities. The OCE leads Stage 2, supported by the EG which is
chaired by the OCE OPR and comprises representatives from the OSE, ODE, participating
commands, evaluation teams, and supporting centres and agencies.

3. Key Tasks. There are two broad categories of tasks in Stage 2: Firstly, the “exercise
planning”, and secondly, the “product development”. These groups of tasks are concurrent
activities running in parallel, and are managed by the OCE with the assistance of the EG. If
appointed, the ODE will manage the product development. It is the OCE/Stage 2 Exercise
Preparation Bodies decision at what point a dedicated venue/meeting on Commander’s level is
optional or mandatory. Optional or on-call Commanders’ meetings could be of utility in order to
ensure early consensus on the Exercise Design. Commanders’ involvement could be in the form
of an on-call Steering Group Meeting (on-call SGM, see Annex N) or a Commanders
Synchronisation Conference (CSC). The method of Stage 2 Commanders involvement(s) should
have be defined in OCE Guidance beforehand. Commanders will meet in any case at least during
VM-2. VM-2 is the venue where the Commanders of the TAs, plus OSE, OCE and ODE, validate
the Exercise Design in its final form and the EXPLAN. It should take place (shortly after) the
MPC, and no changes should be expected to take place after it. Should the OCE find a compelling
reason to introduce a change to the exercise design as agreed at VM-2, the commanders would
have to be reconvened to endorse this. Other issues that are not part of Exercise Design (e.g.
technical or administrative aspects of the Exercise Process), may be included in the agenda for
VM-2 if no agreement can be reached at working level on this topic, but should otherwise be left
out of this meeting. Figure E-1 at the end of this annex depicts an overview of Stage 2 key tasks
for exercise planning and product development activities. The detailed description of Stage 2 key
tasks is provided below.

a. Key task 2.1. Analyse OCE Guidance and improve/develop Training

Objectives. OCE OPR refines EG TOR to fit for Stage 2 work D&G. All stakeholders
analyse OCE requirements and limitations.

(1) Sub task 2.1.a. OCE updates the EG composition/TOR and assumes
direction of the EP. The EG TOR update includes the authorities and
responsibilities of EG to act on behalf of the OCE in developing the EXPLAN and
related documents, and preparing the planning conferences (see Annex M for OCE
Guidance description and template).

Note: EG Members have essential and full-time functions during exercise

preparation and conduct. Thus, it is important to verify their full availability
(EP Stage 1 to 3) before nominating them.

(2) Sub task 2.1.b. TA improves/develops Draft Training Objectives under OCE
lead and with ODE assistance, in accordance with EXSPEC. The methodology is
detailed in Annex J.

Note: PTA’s PTR provides the baseline for selecting most of the Primary
Training Objectives (PTOs).

(3) Sub task 2.1.c. EG analyses OCE requirements and limitations. The OCE
OPR prepares the next EG meeting, convenes the EG and leads the EG through
the following:
E-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(a) Review EXSPEC. The EG conducts a mission analysis based on an

analysis of the EXSPEC and other references.

(b) Review Draft TOs.

(c) Review TA HQ C2 requirements. Consider any further development

of the C2 arrangements to be exercised.

(d) Develop operational requirements for planning situation/scenario.

Based on the analysis of the tasks to be exercised and TO conditions the
exercise must create, the EG should articulate further operational level
requirements that must be met by the exercise planning situation.

(e) Determine IER and develop IER matrix and IKM plan. For all training
blocks of the CT&E Conduct stage the EG must determine three basic
categories of IERs and COI Services requirements as detailed in Annex P:
those to be used by the non-deployable TA; those to be used by the
deployable forces TAs; and those required by the EXCON and its supporting
elements. Close coordination between the EG IER, CIS and COI services
members and the OCE OPR is required in order to stay within the given
budget and other administrative limits. The product of this exercise process
step should be identification of the NCIA support, TA HQs and other assets
required to support all three categories IERs and COI services requirements
during each training block of the CT&E Conduct Stage. CIS conditions listed
in the TOs should be satisfied first. The IERs need to be drafted by the IKM
syndicate chaired by OCE IKM during the Exercise Group Meeting (EGM) or
during the IPC to accommodate CIS lead times. Then the IER matrix has to
be finalised and validated by SHAPE IKM iccw SHAPE CYBER J6 before the
MPC. See Annex P for timelines and Annex O for IER.

(f) Determine Information Management framework to be implemented by

all exercise participants (TA and EXCON) and to be detailed in the EXPLAN
IKM Annex.

(g) Determine CIS requirements and constraints. Analysis of the CIS

requirements should be based on the TA C2 arrangements as well as
EXCON requirements during the entire exercise. Detailed CIS support
considerations are provided at Annex O (Guide to Planning CIS Support to
NATO Exercises).

(h) Refine evaluation requirements. The EG will review exercise

requirements for evaluation and determine the best way to support the
integration of the evaluation requirements into the exercise construct.

(i) Refine feedback requirements. The EG will review exercise

requirements for trainers and determine the need for the OCE, in consultation
with the OSE to identify individuals to support these efforts in the coordination
of the analysis plans.

E-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(j) Develop Capability Integration requirements and limitations. The EG

and the ODE review the CI activities for understanding and follow-on
activities. Due to the nature of some of these work strands the exact form of
operational experiments to be conducted may not be finalised until late in the
EP. This does not absolve planners from ensuring close links with each other
to ensure that mismatches do not occur between the EAs, EOs, TOs and the
CI requirements. For NATO exercises, experiments will be accommodated
to the fullest possible extent but they will always be subordinate to the
achievement of exercise and training objectives. Costs of incorporation of
experiments into an exercise will be monitored throughout the exercise
process and will be allocated under the “costs lie where they fall” NATO
funding principle.

(k) Determine initial EXCON requirements. Based on the EXSPEC and

OCE Guidance the EG must determine the EXCON requirements, and take
note of the analysis team participation, given the TA C2 arrangements and
exercise locations.

(l) Assess Modelling and Simulation (M&S) tool options and

cost/benefits. Determine M&S requirements for the effective support of all
training blocks of the exercise. Computer based tools offer assistance in the
development, management and delivery of a wide range of exercise related
information and products. This includes MEL/MIL components, synthetic
force time/space and attrition status and automated stimulation of training
audience Command, Control, Communications, Computers and Information
Systems (C4IS) during exercise execution. Existing NATO Automated
Information System (AIS) functional services (e.g., Tools for Operations
Planning Functional Area Service (TOPFAS), Logistic Functional Area
Services (LOGFAS), etc.) can also assist in the generation and sharing of
exercise related data. Great care must be taken in aligning all relevant
system databases in use across the exercise community. Cost benefit
analysis should be conducted to identify the best M&S and supporting toolset
package appropriate for the exercise. Annex X (Synthetic environment
support to Exercises) provides detailed information regarding M&S tool
considerations related to synthetic exercise delivery as well as information
on the recommended database management process.

(m) Determine Real Life Support requirements. The EG, assisted by the
Support SMEs, should determine preliminary RLS requirements based on
venues and the level and scope of participation at deployed locations,
including for EXCON. Unless training RLS is a requirement (EO/TO), the
RLS footprint should be as cost-efficient as possible and therefore rely on
local already existing capabilities.

(n) Determine activation and deactivation requirements for exercise sites.

The EG should determine requirements for activation and deactivation of all
exercise sites before and after each appropriate training block.

E-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(o) Determine budget requirements and eligibility. The OCE exercise

fund manager will review and further develop budget requirements and
funding eligibility with the EG for all functional areas including CIS, RLS,
HNS, Grey Cell, simulated press (SIMPRESS), etc.

(p) Submit draft Initial Exercise News Release to the OSE. If an Initial
Exercise News Release (IENR) is required, it shall be submitted to OSE for
approval. Supporting information may be required especially where the
exercise is thought likely to attract media attention or be controversial.

(4) Sub task 2.1.d. OCE releases update to OCE Guidance if necessary.
Based on the previous analysis, the OPR, supported by the EG, will draft and staff
updates to the OCE Guidance for approval. The actions supporting 2.1.d. are:

(a) Review/develop guidance on exercise design. The guidance

prepared by EG should be based on EAs, EOs and TOs, taking OCE’s intent,
constraints and limitations into account as well. It should describe OCE
desired flow of the exercise and the missions and tasks to be planned and/or
executed by the TA during the exercise. The OCE desired exercise flow will
be the basis for the detailed exercise design required for further scenario
development.

(b) Provide further guidance on TA command arrangements. This

guidance prepared by EG should ensure the scenario is designed to allow
freedom of action for the TA to design an operational C2 structure and
command arrangements appropriate to meet EOs and TOs to be exercised
during the different exercise training blocks.

(c) Provide guidance on scenario development. The OCE’s scenario

guidance to the EG should focus on further describing those essential
strategic and operational conditions that the scenario must establish in order
to meet EOs in an environment and conditions that conform to the TA’s most
likely or most challenging potential employment options. It may be useful to
revisit the EO brainstorming tool (Annex I). Factors for the EG to consider in
developing the guidance include, among other things, the following:

1/ Scenario documents and Bi-SC AIS Functional Services/tools

compliant data may have to be developed based on the availability,
maturity and completeness of the off-the-shelf (OTS) scenario and its
supporting data.

2/ Selection of OTS scenarios with geography supported by

digital mapping products, intelligence supported by satellite and other
imagery, comprehensive country study reports with challenging but
uncontroversial ethnic, separatist and religious groupings, realistic
orders of battle in NATO data formats etc.; may reduce the scenario
module development time. The JWC scenario library should be
considered as a potential source.

E-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

3/ The selected scenario should set the conditions to meet the

training objectives.

4/ The OCE/ODE scenario developers should consider possible

restrictions imposed on the OCE in choice of scenario, due to
development cost, time available or political sensitivities. The OSE
political advisor (POLAD) should review an OTS Scenario before re-
using it, in order to avoid involuntarily sending political signals which
should not be sent.

5/ Decisions to use real-world country data as a basis for a

fictitious scenario must be made prior to the ESC to ensure time for
any NATO HQ approval process.

6/ Use of real-world country data for LIVEX scenarios may be

influenced by political factors. LIVEXs require scenarios in which real
forces are working in a real environment in order to benefit from the
tactical training. These scenarios are to be built to promote the
training objectives. The scenario has to be constructed tailored to the
‘live’ factors. This is also valid for Allied Reaction Force (ARF) LIVEX
scenarios, which may contain limited details from the MDX CPX where
they fit without negative impact on the tactical training.

(d) Provide direction for use of operational/training networks, C2IS, and

Information Management (IM). The EG should include, in the OCE
Guidance, direction for use of operational networks, C2IS, and IM based
upon: the C2IS integration requirements; the decision on use of NATO
Secret (NS), Mission Secret (MS) Wide Area Networks (WANs), or training
networks; the determination of the operational CIS requirements and
constraints; and the analysis of the three basic categories of IERs and FS
requirements; those to be used by the no deployed TA, those to be used by
the deployed TAs and those required by the EXCON and its supporting
elements.

(e) Provide guidance on EXCON specific training. This guidance to the

EG should cover all EXCON training for each exercise training block. The
training programmes to be referenced in the EXPLAN should include
individual and collective training requirements for EXCON specialised tools.

(f) Provide guidance on Pre-LIVEX Combat Enhancement Training

(CET) and Force Integration Training (FIT).

(g) Provide guidance on evaluation requirements and analysis objectives

to ensure they fit within the scope and scale of the exercise without
compromise to the EAs, EOs, and TOs.

(h) Provide guidance on CI to ensure that any possible new

developments regarding approved projects will not interfere with the EAs,
EOs, and TOs.
E-7
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(i) Provide guidance on EXCON. The OCE guidance on EXCON should

address organisation, workforce, RLS issues, and reflect exercise design,
scenario, TA C2 structure, etc.

(j) Provide guidance on Modelling and Simulation tools. The OCE M&S
guidance should address M&S requirements and resources including
workforce, hardware/software, networking and databases. See Annex X.

(k) Provide guidance on the use of deployable equipment to include

additional/emerging requirements for deployable equipment. Detail usage of
the deployable equipment authorised/staffed for authorisation by SHAPE 47.

(l) Develop task allocation and coordination requirements. The EG will

determine the requirements for task allocation and coordination and produce
the refined milestones and coordinating instructions.

(m) Release update to OCE Guidance as necessary.

b. Key task 2.2. – Conduct EGM, collect EXPLAN contributions. OCE OPR
conducts EGMs and Site Survey; collect and assemble EG contributions in order to define
EXPLAN development responsibilities, develop the Initial Draft EXPLAN and prepare IPC.

(1) Sub task 2.2.a. In parallel with the approval and release of updates to the
OCE Guidance, the OCE OPR adapts the EXPLAN template, including draft
exercise instructions (EXPLAN Main body) and assigning the development of other
paragraphs to EG members. The framework EXPLAN at Annex M provides a guide.

(2) Sub task 2.2.b. OCE OPR drafts and releases EGM calling letter, asking for
EXPLAN contributions not later than EGM.

(3) Sub task 2.2.c. OCE OPR and EG members draft and consolidate EXPLAN
contributions within their HQ.

(4) Sub task 2.2.d. OCE OPR convenes and conducts site survey with selected
participants in order to generate a tentative site plan and to further develop exercise
support requirements. The HN(s) will have been established in the MTEP and
confirmed by the OSE during the EP Stages 0 and/or 1. As soon as practicable,
the OCE OPR should coordinate with the HN(s) for site(s) survey(s) to establish the
basis for planning including the availability and cost of HNS. Key steps to be
completed during the site surveys are:

(a) Identify and coordinate legal issues. This is especially important when
the exercise venue is in a country that has not ratified either the NATO or
PfP Status of Forces Agreement (SOFA). The OCE OPR should determine
existence and requirements for SC-level Memorandum of Understanding
(MOU), JFC-level Technical Arrangements (TAs) and component-level Joint

47Taking into account the TOs, the OCE OPR will submit the request to SHAPE as early as possible during the EP.
The request will be balanced against real world requirements and the guidance provided by SHAPE on the usage of
resources such as NATO deployable C2 assets/equipment for training purposes.
E-8
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Implementation Arrangements (JIAs). The OCE OPR should also consider

any Arms Control treaties and agreements to which the HN is a signatory
and which may impact on the exercise. Guidance on the constraints resulting
from the HN domestic law should be sought as well (i.e. domestic regulations
on the status of visiting forces). See Annex S (HNS considerations).

(b) Survey and coordinate CIS support.

(c) Survey and coordinate logistical services and support. This should
include coordination for the use of facilities, infrastructure and real estate as
required.

(d) Survey and coordinate Physical Security arrangements. Physical

Security measures will be included in all training event and exercise planning
and conduct. Physical Security instructions are detailed at Annex T.

(e) Refine exercise budget requirements.

(f) OCE OPR releases site survey minutes.

Note: Site Surveys should be carefully prepared ICCW HN/facility

managers: Determine options for the use of facilities on the basis of
Site Survey and site’s documentation, arrange administrative support
for the Site Survey, agree on the agenda and the sites to be visited,
request for information to be discussed during the survey.

(5) Sub task 2.2.e. OCE OPR conducts EGM. EG develops a common
understanding of the exercise, consolidates Initial Draft EXPLAN, and prepares for
IPC. The OCE OPR will task designated EG members and SMEs to organise and
lead syndicates as established in the IPC Programme of Work. Prepare
administrative details and disseminate read-ahead materials for the IPC. This
material should include as a minimum the Initial Draft EXPLAN48.

(6) Sub task 2.2.f. Prepare administrative arrangements. Ensure adequate

facilities for plenary and syndicate working areas. Include appropriate CIS
capabilities to enable outputs from the meeting. See Annex K (Planning
Conferences and Preparatory Meetings).

(7) Sub task 2.2.g. Issue IPC Calling Letter. The OCE OPR will issue the
Calling Letter including draft agenda and program of work. The procedures for
inviting partners can be found at Annex R (Partner Nations involvement in NATO
exercises).

48 For partner nations the invitation and unclassified documents are to be sent at latest three months prior to the

event both via the Partnership Real-time Information Management and Exchange System (PRIME) and SHAPE PD
with a copy to OSE. Classified documents are not to be uploaded on the ePRIME; they are only to be sent via
SHAPE PD with a copy to OSE. The procedures for inviting partners can be found at Annex R (Partner Nations
involvement in NATO exercises).
E-9
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

c. Key task 2.3. – Conduct IPC. OCE conducts IPC and releases IPC Minutes in
order to achieve common Situational Awareness, conduct detailed planning, and agree on
the way ahead. The IPC is scheduled by the OSE OPR in close coordination with the OCE
OPR as part of the exercise timeline which is included in the EXSPEC. It is organised and
conducted by the OCE OPR with representatives from all stakeholders. The numbers of
participants per delegation are to be defined by the OCE taking into account the POW of
the IPC. OCE will present the initial draft EXPLAN and scenario overview, confirm
requirements, with a particular emphasis on participation and manning, develop
commitments and capture pertinent information required to develop and coordinate a draft
EXPLAN and further develop the scenario. Syndicates convene in accordance with the
IPC programme of work to further develop the EXPLAN and EP products. The steps
associated with this task are:

(1) Sub task 2.3.a. Open the IPC. The OSE OPR reviews key aspects of the
EXSPEC and highlights key points, including issues from previous EXREP 49 and
LI/LL/BP. The chair will be handed over to the OCE OPR who reviews the OCE
Guidance and the exercise milestone planning schedule.

(2) Sub task 2.3.b. Review requirements, tasks, and milestones. The OCE
OPR should establish/continue the Actions List to keep track of requirements,
related tasking and milestones, as well as use an exercise synchronisation matrix
to facilitate coordination. This may include:

(a) CT&E Conduct Stage tasks/sub tasks.

(b) For LIVEXs, national CET and FIT activities.

(c) The exercise stakeholders expected participation in the exercise.

(d) The exercise synchronisation matrix can be used throughout the EP.

(e) Stages 2 and 3 as a tool to facilitate coordination and synchronisation

between the EG/EXCON requirements, related tasks and the exercise
planning milestones.

(3) Sub task 2.3.c. Assess participation requirements: TA, EXCON, others,
and personnel reinforcement requirements (Trainer, and SMEs, as well as Senior
Mentors).

(4) Sub task 2.3.d. Review and identify operational and scenario deliverables
and timelines. The Setting and Scenario development process and interaction with
each training block should be discussed to support achievement of the EAs, EOs,
and TOs. Discuss relationships that must exist to allow the TAs to practise activities
required to fulfil the training block objectives.

49The term “EXREP” is replacing the previous term “Final Exercise Report (FER)”. It might still be the case that
previous exercises have been closed up with an FER.
E-10
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(5) Sub task 2.3.e. Assess C2IS and Information Management. Identify
Functional Services and responsibilities for creating and populating databases. See
Annex O and Annex P.

(6) Sub task 2.3.f. For NATO LIVEX, determine if any partner wants to conduct
any evaluation and finalise PETE requirements.

(7) Sub task 2.3.g. Assess CI activities and training requirements. The CI
activities syndicate, in coordination with other IPC syndicates as required, will
conduct initial assessment of project integration and training requirements based
on the first draft of the EXPLAN Annex. See Annex G (Exercise Feedback
Processes).

(8) Sub task 2.3.h. Assess interface of M&S tools with operational C2IS. The
M&S Team in cooperation with CIS syndicate will conduct an initial assessment of
requirements for M&S tools to interface with operational C2IS. Developing and
testing required interfaces will be an integral part of the CAX Support preparation
and be published in the respective Annex to the EXPLAN.

(9) Sub task 2.3.i. Assess CIS resources and connectivity. See Annex O
(Guide to Planning CIS Support to NATO Exercises).

(10) Sub task 2.3.j. Assess physical security with Sending Nations (SNs) and
HNs. The OCE and the HN(s) jointly share the principal responsibility for Physical
Security (PS) planning in regards to the execution of exercises and their associated
conferences, and must develop a plan that the SNs consider adequate. Published
as an EXPLAN annex, this plan must include PS for all stages of the exercise
process including all exercise execution training blocks. Once the PS plan has been
agreed to by the OCE, SNs and HN(s), the agreed-to provisions will be incorporated
into either the HN support MOU or the TA (Technical Arrangement). See Annex T
for specific Physical Security guidance.

(11) Sub task 2.3.k. Assess safety requirements for LIVEX.

(12) Sub task 2.3.l. Determine requirements for real-world StratCom.

(13) Sub task 2.3.m. Assess external and HN Support.

(14) Sub task 2.3.n. Assess cost responsibilities with HNS.

(15) Sub task 2.3.o. Determine Partners’ document requirements. The OCE
OPR should, through the different syndicates, determine if there are any additional
documents crucial for the exercise that should be released to Partners and forward
requests for their release to SHAPE PD through the OSE OPR.

(16) Sub task 2.3.p. Establish points of contact for all participating organisations.

(17) Sub task 2.3.q. Determine requirements for IO/NGO/GO

participation/support. The participation of IO/NGO/GOs in NATO military exercises

E-11
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

must be coordinated with SHAPE PD-J9. The most relevant reference documents
for that are References A and E. For dedicated exercise events, IO/NGO/GOs will
be invited 50 by the OCE, (ODE when designated, in particular for MJX) to send
representatives to participate in that individual activities/events of all NATO
exercises. The OCE will coordinate all necessary details with regards to the
IO/NGO/GO participation, including participation in exercise planning, developing
the MEL/MIL and exercise execution, reimbursing expenses 51 as necessary, and
based on the existing arrangements on a case-by-case basis. ODE involvement
and consultation during IO/NGO/GO participation decisions is essential to ensure
value added training opportunities fit within the planned setting.

(18) Sub task 2.3.r. Determine key issues for resolution and way ahead.

(19) Sub task 2.3.s. Consolidate requirements and issue tasking to include
further expected contributions to Draft EXPLAN.

(20) Sub task 2.3.t. Issue IPC Minutes, decisions, issues and way ahead. The
OCE OPR will prepare and present a summary of main points at the conclusion of
the IPC, including decisions, issues for OCE/OSE/ODE clarification and way ahead.
The OCE OPR will issue the minutes within ten working days.

Note: IPC is the optimum deadline to clarify detailed exercise participation

(format figures and responsibilities).

d. Key task 2.4. – Develop and deliver Scenario Module 2. OCE (ODE, when
designated) develops and delivers Scenario Module 2 (Theatre of Operations) in order to
support training block A activities, such as Academics or KLT. The Theatre of Operations
Module is the second scenario module. It is developed from the Geo-Strategic Module
produced during the Specification Stage (EP Stage 1) and published with the EXSPEC.
Products will be required prior to the CRP initiation, which may occur before the MPC, and
may be required earlier to support HQ-specific training events. The sub tasks supporting
this task are:

(1) Sub task 2.4.a. Review Scenario Module 1. The Geostrategic Situation
Module published with the EXSPEC should be reviewed to ensure its coherency
with the corresponding elements of the Theatre of Operations Module. This may
result in scenario design refinements with respect to the use of real, synthetic,
fictionalised or fictitious scenario data. Scenario designers should select the design
refinements that best comply with political sensitivities, unavailability of theatre
information or other constraints.

(2) Sub task 2.4.b. Develop and distribute exercise map datasets.
Information/data will be produced according to NATO information standards and

50 OSE will submit the request for NAC approval, then, after approval will invite the IOs for the overall Exercise
participation (COM to Director/President/ Under-Secretary-General level) and only after the IOs demonstration of
willingness for participation OCE or event organiser HQ will send invitations to IOs, with the admin details.
51 Note, IO/GO/NGO and/or NNEs eligibility for NATO Common Funding is detailed in Reference. Otherwise, the

OSE has to seek MC endorsement, Resource Policy and Planning Board recommendation and NAC approval. See
Reference T
E-12
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

support the use of Bi-SC AIS FSs. Geospatial information/data must be compatible
with the Bi-SC AIS Core Geographic Interface System (GIS) Service.

(3) Sub task 2.4.c. Develop theatre of operations country information/studies.

Normally issued in the form of Country Books.

(4) Sub task 2.4.d. Develop theatre of operations order of battle (ORBAT) data.
Select real, fictional, generic and/or mixed forces and provide data in the format and
level of detail that would be available if the situation were real. The locations of the
‘friendly’ forces at this point should be their home stations.

(5) Sub task 2.4.e. Develop Theatre of Operations infrastructure data.

(6) Sub task 2.4.f. Develop OPFOR campaign plan (for EXCON use only).

(7) Sub task 2.4.g. Deliver Module 2 to the TA.

(8) Sub task 2.4.h. Finalise training block A training package. At this point, the
training block A training package should be delivered by the OCE/TA. This should
include, among other things, topics for: Round Table Discussions (RTD), Panel
Discussions (PD), Case Studies (CS), vignettes, practical exercises and SME
presentations. Topics should be linked with appropriate TOs.

e. Key task 2.5. – Conduct EGM and site survey, refine EXPLAN. OCE OPR
conducts EGM and Site Survey; EG refines Draft EXPLAN. These actions aim at
developing the Intermediate Draft EXPLAN and preparing MPC.

(1) Sub task 2.5.a. OCE OPR convenes as many EGM(s) as necessary in order
to produce a coordinated EXPLAN. EGM is conducted to consolidate Draft
EXPLAN and to prepare EG for MPC. OCE OPR releases EGM Minutes in order
to capture main outcomes and any OCE further guidance.

(2) Sub task 2.5.b. A Site Survey is usually organised ahead of the MPC in
order to finalise the site and floor plans, as well as to further coordinate the exercise
support. Site Survey minutes reflect key outcomes. Further specialised (e.g. CIS
specific) or general Site Surveys may be organised, as needed.

(3) Sub task 2.5.c. EG refines the EXPLAN in order to develop the Intermediate
Draft EXPLAN.

f. Key task 2.6. – Develop and deliver Modules 3 and 4. EG develops and delivers
Scenario Modules 3 (Strategic Initiation) and 4 (Crisis Response Planning Information) in
order to support training block A and C activities. At this point, a dedicated venue/meeting
on Commander’s level 52 is optional, but could be of utility in order to ensure early

52 At this point, TA Commanders involvement could be in the form of an on-call Steering Group Meeting (on-call
SGM, see Annex N) or a Commanders Synchronization Conference (CSC). The method of Stage 2 Commanders
involvement(s) should have be defined in OCE Guidance beforehand.
E-13
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

consensus on the Exercise Design. Commanders will meet in any case at least during
VM-2 (see key task 2.9). The steps supporting this task are:

(1) Sub task 2.6.a. Develop Module 3 - Strategic Initiation. The Strategic
Initiation Module establishes the international and NATO political desired end-state,
objectives, limitations and directions as well as the supporting strategic military
assessments and planning guidance following the NATO Crisis Response System
(NCRS). See details in Annex Y (Setting, Scenario and Content Development).

(2) Sub task 2.6.b. Deliver Module 3 to TA in support of Academics and CRP.

(3) Sub task 2.6.c. Develop Module 4 - CRP Information. The CRP Information
Module provides current updated information and data about the international and
regional situation. Information and data are produced in accordance with ACO
directives, formatted as required by Bi-SC AIS FSs and aligned with Reference N
formats (where available). See details in Annex Y (Setting, Scenario and Content
Development).

(4) Sub task 2.6.d. Deliver Module 4 to TA in support of CRP.

(5) Sub task 2.6.e. If required, OCE OPR organises a dedicated venue/meeting
on Commander’s level across the EB and by TA Commanders.

g. Key task 2.7. – Conduct Main Planning Conference and release minutes. OCE
conducts MPC and release Minutes in order to assess and further guide exercise planning.
The sub tasks supporting this task are:

(1) Sub task 2.7.a. Determine Requirements for MPC syndicates. The EG
should determine the optimal requirements for syndicates to be conducted during
the MPC including essential SME representation from participating organisations.
As during the IPC, the OCE OPR will task designated individuals to organise and
lead syndicates as established in the MPC POW. The OCE OPR will incorporate
these into the MPC POW.

(2) Sub task 2.7.b. Prepare administrative arrangements. Ensure adequate

facilities for plenary and syndicate working areas.

(3) Sub task 2.7.c. Issue MPC Calling Letter and draft agenda. The calling
letter should include, at least, participation requirements/limitations, draft agenda
and a link to the intermediate draft EXPLAN. The procedures for inviting partners
can be found at Annex R (Partner Nation’s Involvement in NATO Exercises). For
exercise participation IO/NGO/GO are invited by the OCE 53. At this stage, MPC
participants should send their exercise workforce document completed with names.
This ensures, even if some names will inevitably change, that participating HQs
have seriously considered the detailed participation and allows finalising CIS, IM,
and RLS.

53But only if pre-approval for their participation in the exercise has either been granted in the MTEP Open to Partners
and Non NATO Entities or approved by the NAC on a case-by-case application process.
E-14
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(4) Sub task 2.7.d. Convene MPC. Participation in the MPC will normally
represent the same organisations as for the IPC and any additional participants.
The MPC should allow further coordination between all planners, including exercise,
operational, and functional experts. Coordination issues for partner nations will be
conducted as in the IPC. The aim of the MPC is to collect final inputs to the EXPLAN
as required to gain endorsement and enable the development of the remaining
scenario modules. The aim of the MPC is also to finalise the CIS service matrix
(CISSM) and the CIS architecture to be endorsed by SHAPE CYBER J6 and
subsequently validated by NCIA. After the MPC, all CIS requirements are frozen
and any request for change has to be addressed to the OSE.

(5) Sub task 2.7.e. Review requirements, tasks, synch matrix and milestones.
The OCE OPR should review requirements, related tasking and milestones, as well
as use the exercise synchronisation matrix to facilitate coordination.

Note: EXCON is a temporary construct that does not exist outside exercise
periods. Therefore, in the absence of a Training Centre (ODE) who regularly
run EXCON, the exercise’s OPR will not be able to express and track the
implementation of detailed (Cell by Cell) EXCON requirements on his own. He
should ensure that executive officers are nominated for EXCON elements so
that they directly express and track detailed requirements before and at the
MPC.

(6) Sub task 2.7.f. Review/update EXPLAN development.

(7) Sub task 2.7.g. Finalise IM plan.

(8) Sub task 2.7.h. Confirm (LIVEX) force contributions. This should include
participating force balancing and confirmation of LIVEX RLS.

(9) Sub task 2.7.i. Finalise external training support.

(10) Sub task 2.7.j. Finalise evaluation requirements/analysis objectives.

(11) Sub task 2.7.k. Finalise the evaluation, training feedback and CI structures,
together with all reporting requirements; assign responsibilities for evaluation,
training feedback and, CI including respective responsibilities for the collection of
data and any personnel reinforcement requirements. CI requirements declared
after the MPC cannot be incorporated into the exercise.

(12) Sub task 2.7.l. Issue PETE results (for LIVEX).

(13) Sub task 2.7.m. Finalise Partner Nations coordination requirements.

Coordination issues for partner nations will be conducted as in the IPC.

(14) Sub task 2.7.n. Finalise CI Annex. This should include finalisation of all
experiment integration issues.

E-15
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(15) Sub task 2.7.o. Consider STARTEX conditions for Stage 3, E Block.
STARTEX conditions for Stage 3, E Block should be discussed to ensure conditions
will be set for achievement of the OSE’s aim and objectives and the OCE’s TOs.

(16) Sub task 2.7.p. Finalise EXCON structure. This should include finalisation
of the EXCON organisational structure and beginning process of identifying
augmentation requirements by HQs, agencies, centres and Nations.

(17) Sub task 2.7.q. Finalise personnel reinforcement requirements. The

OCE/TA must send SHAPE J1 (for national exercises, the appropriate authority)
request for personnel reinforcement at least six months prior to execution to enable
both the other HQs and nations to appoint personnel for reinforcement. Due to the
large number of different level exercises, SHAPE J1 will consider only NCS HQs
reinforcement requests for priority exercises as per SACEUR’s Annual Guidance.

(18) Sub task 2.7.r. Finalise CIS implementation and transportation plan/cost.
This should include final details of CIS support for the training audiences, EXCON
and all supporting elements, agencies and centres for all training blocks. See Annex
O (Guide to Planning CIS Support to NATO Exercises).

(19) Sub task 2.7.s. Review M&S support plan.

(20) Sub task 2.7.t. Distinguished Visitors, Observers and International

Inspectors. Finalise plans to support DV Day activity and Observers/Inspection
programmes. See Annex W (Visitors, Observer, Inspectors and Distinguished
Visitor day).

(21) Sub task 2.7.u. Confirmation of RLS and Resolution of all RLS/HN issues.
Report on any final Reconnaissance and other Surveys: RLS, Force Protection,
Environmental, Legal, Public Affairs etc. Approval of the live support requirements,
including set-up of exercise location, HNS, Community Relations (COMREL) tasks,
C2 structure and PS. The development of the EXPLAN must address safety and
environmental issues, especially for LIVEXs, and ensure that provisions are made
to deal with potential real world emergencies such as fires, oil spills, medical
emergencies, etc.. See Annex S (HNS considerations).

(22) Sub task 2.7.v. Confirm Physical Security. The PS syndicate should review
updated threat information and its products should include provisions for dealing
with potential threat or crises that could emerge during the exercise. See Annex T
(Physical Security Considerations).

(23) Sub task 2.7.w. Track the resourcing of TO conditions. Conditions

associated to PTOs should be resourced first. Conditions associated to Secondary
TOs (STO) should be resourced within means and resources (no ODE obligation to
fully support).

(24) Sub task 2.7.x. Determine key issues for resolution and way ahead. Open
issues should be identified and staffed if possible to recommend the way ahead for

E-16
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

their resolution before the FCC, or, if appropriate, before the exercise training blocks
that may be impacted.

(25) Sub task 2.7.y. Issue MPC minutes, decisions, issues and way ahead. The
OCE OPR will prepare and present a summary of main points at the conclusion of
the MPC, including decisions, issues for OCE/OSE clarification and way ahead.
The OCE OPR will issue the MPC minutes within five working days.

Note: MPC is the point of no return. After MPC, the OCE ought to deny any
significant changes to the design of the exercise since the last six preparation
months are devoted to resources implementation and set-up. Planning is
over (EXPLAN released) and final coordination (FCC, TCC) starts.

h. Key task 2.8. –Develop and deliver scenario modules 5 and 6; join Validation
Meeting 2. EG develops and delivers Scenario M5 (Force Activation and Deployment),
develops Scenario M6 (Execution Information), and joins the VM-2 in support of Force
Activation, Deployment & Reception, Staging, Onward Movement and Integration
(RSOMI), and in preparation of the planning and conduct of operations. Following Stage
3 C Block (CRP) and the availability of the TAs’ OPLANs and other planning products, the
EG should enable the development of scenario M5 and M6.

(1) Sub task 2.8.a. Develop Module 5 - Force Activation and Deployment
Information. Once the TA initiates training block C (CRP), the EG will coordinate
the national and strategic force generation, activation and deployment information
as required to enable the development and completion of the respective OPLAN.
This module provides external information/data in response to TA Concept of
Operations (CONOPS) and Combined Joint Statement of Requirements (CJSOR),
as well as TA Commander’s Critical Information Requirements (CCIRs) as required
to complete operations planning and to initiate deployment and initial entry
operations. Specific products (e.g.; Activation Order (ACTORD) and Order of Battle
Transfer of Authorities (ORBAT TOAs)) may be issued prior to or during Stage 3,
training block D (DEPLOYEX). The EG/EXCON should carefully analyse the results
of the TA’s operational, sustainment, deployment and specialised functional
planning against the pre-established Stage 3 training blocks D/E STARTEX
conditions necessary to achieve the exercise objectives and conduct war-gaming of
the execution of these plans to determine the optimal STARTEX date/time for the
conduct of Stage 3 training blocks D/E. M5 information/data are to be produced in
accordance with ACO directives, in Bi-SC AIS FSs formats and consistent with
formats provided at Reference N (where available); see details in Annex Y (Setting,
Scenario, and Content Development).

(2) Sub task 2.8.b. Analyse and assess Stage 3 training block C – Crisis
Response Planning Products. EXCON will analyse the completed planning
products to ensure that they are adequate and will enable the exercise aim,
objectives and TOs to be accomplished in Stage 3 training blocks D/E.

(3) Sub task 2.8.c. Develop Module 6 – Execution Information. M6 describes

the current situations at STARTEX for Stage 3 training blocks D/E, based on a
careful analysis of the OPLANs against the EOs, TOs, the OPFOR campaign plan,
E-17
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

as well as the likely situation in the theatre. All M6 information/data are to be

produced in accordance with ACO directives, in Bi-SC AIS FSs and consistent with
Reference N (where available). The composition of this module is detailed in Annex
Y. M6 is consolidated by EG through three dedicated events with each event is
followed by a back brief in order to receive OCE/ODE validation:

(a) MEL/MIL Strategy Workshop, already initiated at Stage 0, but

continued/executed at Stage 2, where Commanders Challenges were
reviewed and transformed into guidelines for incident development/scripting.
See Annexes C and Y.

(b) MEL/MIL Incident Development Workshop where the Incidents will be

drafted and assigned to Event managers. See Annex Y.

(c) MEL/MIL Scripting Workshop where injects are scripted for each
incident. See Annex Y.

Note: For MJX, it is important to have Commanders’ validation meetings and

regular FOGO-headed steering groups.

i. Key task 2.9. – Conduct Validation Meeting 2, validate final Exercise Design
and promulgate EXPLAN. OCE OPR staffs Final Draft EXPLAN and release EXPLAN to
enable EP Stage 3 and Exercise Feedback processes. Following the MPC the EG should
have adequate information to complete the draft EXPLAN. The sub tasks supporting this
task are:

(1) Sub task 2.9.a. Finalise EXPLAN and forward for approval. As soon as
possible after the MPC, the OPR will forward the Final EXPLAN to the OCE for
approval, accompanied with any comments, remarks or concerns by the
participating HQs or member nations. The OCE OPR may convene an EGM if
required to facilitate completion and to prepare the Commander’s validation of the
EXPLAN at VM-2. Though a Final EXPLAN release before CRP would be ideal, it
is rarely possible because CRP outcomes are often needed to refine workforce
requirements and EXCON structure. In that case an interim version of the document
can be used.

(2) Sub task 2.9.b. Conduct Validation meeting 2, validate final Exercise Design
and release approved EXPLAN. The promulgated EXPLAN is an order to action
addressees and will, inter alia, be referenced by HQs, agencies and centres when
issuing orders for activation and deployment of EXCON elements to support
exercise training blocks. Administrative/logistics orders issued in conjunction with
or in relation to the EXPLAN may be used as a basis for the orders of supporting
units and to provide information to other EXCON or supporting elements.

j. Key task 2.10. – Finalise M&S databases. OCE (ODE, when designated) finalises
M&S databases in order to support exercise execution.

(1) Sub task 2.10.a. Finalise M&S theatre data per strategic guidance. Once
the EG has developed the operational data for use by TA C2IS and the TA have
E-18
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

developed their OPLANs to a degree that the EG can determine those operations
to be modelled and simulated to support to Stage 3, training block D based on
Scenario Module 6, the OCE/ODE OPR can allow the designated SME to continue
with the development and testing of the M&S data.

(2) Sub task 2.10.b. Finalise, synchronise, and test M&S databases and
Information Exchanges. In parallel with the development of scenario Module 6
Execution (STARTEX and MEL/MIL) M&S SMEs will develop and test required M&S
data and information exchange between M&S tools and operational C2IS. Close
cooperation between scenario developers and M&S SMEs will facilitate the required
synchronisation of scenario and M&S data. Refer to Annex X (Synthetic
Environment Support to Exercises).

k. Key task 2.11. – Conduct Exercise Group Meeting, Technical Coordination

Conference and Final Coordination Conference. CIS OPR conducts Technical
Coordination Conference (TCC) and OCE OPR conducts FCC in order to guide exercise
conduct. The purpose of the TCC and FCC is to accomplish final coordination activities
required for conduct of DEPLOYEX/EMPLOYEX. FCC participation should be limited to
only those participants required to resolve outstanding issues and to complete products for
these training blocks. An EGM may be conducted to prepare the FCC. The sub tasks
supporting this task are:

(1) Sub task 2.11.a. Convene and conduct TCC (see Annex O).

(2) Sub task 2.11.b. Issue FCC Calling Letter and draft agenda. Participation
is only by invitation of the OCE. The procedures for inviting partners can be found
at Annex R. FCC may be omitted if the exercise is small and the MPC and TCC
were sufficient to finalise coordination.

(3) Sub task 2.11.c. Finalise outstanding CI issues.

(4) Sub task 2.11.d. Finalise EXCON workforce. This should include
finalisation of the process of identifying EXCON personnel reinforcement
requirements by HQs, agencies, centres and Nations.

(5) Sub task 2.11.e. Finalise any outstanding support issues. Address any
remaining support issues such as RLS, CIS, HNS, Force Protection, contracting,
etc.

(6) Sub task 2.11.f. Finalise Visitors and Observers Programme (VOP). See
Annex W.

(7) Sub task 2.11.g. Track the resourcing of TO conditions.

(8) Sub task 2.11.h. Issue FCC minutes, including decisions, issues, and way
ahead.

E-19
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure E-1 – EP stage 2 key tasks

E-20
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ANNEX F TO
Bi-SCD 075-003
DATED 01 SEP 23

STAGE 3 - CONDUCT

1. Introduction. The purpose of this annex is to provide an overview of the Conduct stage
focusing on the delivery of NCS and NFS HQs training. This stage begins with Academics training
block activities, continues through the CRP and culminates with the execution of training block D
and E activities (if selected). Figure F-1 shows how the training blocks overlap with other EP
stages and depicts the NATO generic training model that is based on progressive CT&E blocks
culminating in DEPLOYEX/EMPLOYEX where operations and procedures will be practiced all
together within a realistic training environment. While the figure shows one block per category,
each may and in some cases will, consist of multiple blocks of that type as described in the
following paragraphs.

Figure F-1 – EP Stage 3 (Conduct) and linked training blocks

2. Major Deliverables. The major deliverables of the Conduct stage are training blocks
described in Figure F-1.

3. Roles and Responsibilities

a. OCE. OCE assumes overall responsibility; however, if allocated, some elements

are delegated to the ODE (e.g., establish and maintain EXCON). For each training block
(except TA internal training), the OCE will:

(1) Convene the participants.

(2) Establish training sites.

(3) Establish and maintain EXCON.

(4) Conduct the training block.

(5) Prepare and conduct training block review.

F-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

b. EXDIR. Acting on behalf of the OCE, the EXDIR has significant freedom to use
EXCON structures that are the most appropriate for achieving the EAs, EOs and the OCE’s
TOs. The EXDIR directs the EXCON who control the exercise execution in order to set
the conditions to allow the TA to achieve the approved EA and EOs in the EXSPEC. The
role of coordination between TTs, experimentation teams, and evaluation teams rests with
the EXDIR as the overarching execution coordinating authority.

c. Exercise Control. The EXCON organisation is adapted to the nature, and focus of
each activity. The level of support from the OCE, ODE, and TA is outlined in the EXSPEC
and EXPLAN. The EXCON usual footprint is as illustrated in figures F-2 and F-3 below.
For detailed EXCON description, see Annex Z.

Figure F-2 - Notional EXCON participation for CPX

F-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure F-3 - Notional EXCON participation for LIVEX

d. Training Audience. TA focus on their operational role and responsibilities. Thus,

their contribution to the preparation and conduct of Stage 3 training blocks will be
important. The arrangements made with the OCE/ODE are outlined in the
CTS/POW/EXSPEC and detailed in the EXPLAN. As part of their operational
responsibilities, the TA will produce their own plans/orders and populate FS databases,
generate-integrate their staff reinforcement, and deploy-establish-maintain their Command
Post. The TA will be associated to the control of CT&E activities in order to ensure that
EOs and TOs are met. Thus, a designated TA trusted agent would liaise with the EXCON
to ensure that, if required, appropriate guidance can be provided to the TA to enable the
correct training to be achieved. The TA will permanently attach staff-level trusted agents
to the product development. Finally, the TA is to arrange lower echelon RCs and its liaison
support to and from other HQs.

e. DIREVAL. During the evaluated training activities, DIREVAL coordinates the

evaluation teams as detailed in the Specific Evaluation Directive (SED) synchronized with
the EXPLAN in order to improve information sharing amongst the teams, minimise the
impact on the EXCON/TA, and enhance achievement of the EOs and TOs. The DIREVAL
shall also coordinate evaluation team requests for modification of planned incidents and/or
injections, as well as requests for incidents and/or injections designed to support specific
evaluation objectives during the scripting process.

F-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

f. Evaluation Teams. SACEUR and the subordinate ACO Commanders, in carrying

out their responsibilities for planning and execution of evaluations of their subordinate HQs
and designated units and forces will stand up appropriate evaluation teams during NATO
MJX. Evaluation teams shall have access, on a non-interference basis, to all exercise
areas including, for example, EXCON areas, TT, as well as access to the requisite EXCON
information, meetings and tools (e.g. MEL/MIL database).

g. Capability Integration Teams. The Capability Integration Teams (CIT) coordinate

all CI activities during the conduct of an exercise under the guidance and direction of
SHAPE ACOS J7 for ACO CITs and HQ SACT ACOS JFD for ACT CITs as specified in
the EXSPEC and EXPLAN. They coordinate their activities as required with EXDIR, Senior
Mentors, and TA Commanders.

4. Key Tasks. The Conduct stage is composed of several tasks connected to the different
Stage 3 training blocks for delivering the actual training to TA throughout a multi-month training
progression. Figure F-4 (at the end of this annex) depicts Stage 3 key tasks, which are described
below. The CT&E activities associated with these tasks are described at Annex H (CT&E
toolsets).

a. Key task 3.1. - Academics. A-block activities. The allocation of responsibilities for
training will depend on institutional budgeting and established POWs for supporting
organisations. It is important to recognise that Academics are not a substitute for Individual
Training as described in the E&IT approach, as the training focus is related to the needs
of the subsequent training blocks and tied to the exercise setting and scenario. The entire
training calendar needs careful planning to best use limited ACT and ACO command
structure resources in support of the individual and collective training requirements. Each
Academics milestone could require its own planning process with administrative
instructions, plans and steps as specified in the EXPLAN and/or local EXORDs. The
delivery method of Academics includes for example lectures, seminars, or demonstrations
to the TA, as well as practical training by the TA.

(1) Sub task 3.1.1. – TA internal (individual and collective) training. Type A
training block. TA conduct their internal training in order to enhance individual skills
on FS/C2IS and to enhance functional area expertise. Internal individual and
collective training will be conducted at the discretion of TA Commanders utilising
NATO Education and Training Facilities (NETF), COEs, Partner Training and
Education Centres (PTEC) or own resources as appropriate. This is an internal
training of the HQ without any support from the ODE. This training block usually
includes, but is not limited to: Lectures, Functional Area Training (FAT), and
Functional System Training (FST), professional development training, workshops,
and syndicate discussions. These should improve basis knowledge of each staff
member to perform their functional area duty in the future collective training.

(2) Sub task 3.1.2. – Cross-Functional Area Training. Type A training block.
OCE/TA Commander conducts lectures and Cross-Functional Area Training (X-
FAT) in order to ensure the TA’s understanding of the future mission to be exercised
and how it is to be executed, to inform TA on new concepts and lessons from
previous operations and exercises, and to ensure that joint processes and
integration are fully understood across the TA. During X-FAT (a few days), the staff
receives exercise specific updates and works in smaller cross-functional groups
F-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

through key joint procedures and battle drills. This may be facilitated by SMEs.
Finally, this training block may be conducted separately from KLT (in order to allow
maximum command group and key leader participation) or synchronised with it in
order to share common modules (to maximise resources and training effect).

(3) Sub task 3.1.3. - Key Leader Training. Type A training block. KLT is
individual training designed for the key leaders under the responsibility of the TA
commander for a specific exercise venue or upcoming military operation. The
OCE/TA Commander conducts KLT in order to develop the ability to provide D&G
for the planning of operations through the use of the decision-making process
(DMP) as described in Reference S, to facilitate team building, and to establish a
common benchmark, level of understanding of selected topics in preparation for the
exercise. A KLT programme is similar to X-FAT but adapted to Flag Officer/ Senior
Officer level. When parts of X-FAT are combined with KLT, the programmes should
be synchronised to allow maximum key leader participation in X-FAT.

b. Key task 3.2. - Battle Staff Training. Type B training block. The OCE/TA conduct
BST in order to complete staff integration, develop staff’s ability to run selected cross-
functional area processes, to practice collective Reports/Returns and FSs, to assess staff
readiness and to prepare for Command Post Exercise (CPX). BST is held within the
Command Post (CP) running a “light” Battle Rhythm. EXCON generates a very
simple/superficial operational situation in support of extensive technical and procedural
drills. Training should be conducted without pressure, with zero-to-limited interactions
outside the CP. Independently from the operational situation, the TA should be able to drill
the processes as much as needed to reach the standards. Thus, the outputs matter less
than the processes themselves. The size and scope of the BST will determine which
methods (i.e. vignettes, MEL/MIL) and tools (i.e. role players, mentors) are used for the
achievement of the TOs/Learning Objectives. The BST will normally be planned and
conducted by the TA Commanders within own capabilities as specified in the EXPLAN.
BST may be isolated, combined with Block D, or immediately precede Block E. However,
these linkages have an impact overall exercise process and require extensive coordination
and potentially larger support (e.g., RLS and CIS) by external entities (i.e., JWC, JFTC,
NCIA). They should be anticipated with HQ SACT during CTS POW process and
confirmed in the EXSPEC. BSTs are not intended to be a full dress rehearsal of the
execution of training block D or E activities.

c. Key task 3.3. - Crisis Response Planning and/or Plan Activation. The CRP or
Plan Activation may be designed for the TA to either train/exercise the conduct of the
Operations Planning Process (OPP) within the scope of the NATO Crisis Response
Process and NATO’s Operations Planning Process and/or to exercise the activation of
plans. Pending the exercise concept, there may be different approaches to conduct
CRP/Plan activation activities. Training block C activities are either part of an exercise or
as a stand-alone training block. There are different options to exercise the CRP/Plan
activation. J5 and J3 SMEs are to provide advice on those, that suite the training
requirements and are affordable (such as required/available resources, time). One option
could be to follow a form of a CRP, containing the development of plans and orders and is

F-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

more time consuming. The other option could be in the form of a process, which focusses
on to the use and adaptation of existing plans and the production of orders 54.

(1) Key task 3.3 - Option 1 (CRP). The TA will be provided with the Political-
Military and Military strategic documents required to trigger specific stages of the
OPP. The documents that would be appropriate for the scenario will be created
beforehand by the OCE/ODE. If required, as a part of collaborative OPP, the TA
should contribute to the development of their higher echelon OPP products in
accordance with Reference S. The TA will utilise Reference S as well as other ACO
directives and their Standing Operating Procedures (SOPs) and Standing Operating
Instructions (SOIs) and produce the CRP exercise deliverables within the applicable
timeframe. Appropriate functional services will be used (e.g. TOPFAS, LOGFAS,
intelligence functional services (INTEL-FS)). When planning CRP, the following
should be noted:

(a) Required Scenario Modules and documents. OSE/OCE/ODE

coordinate the production and delivery of Scenario Module 4 and selected
own force related elements of Scenario Module 5, that must be delivered to
the TA in order for them to complete this sub task55. This should be
organised in line with the stages of the OPP.

Note: This includes collaborative effort in the Force Generation (FOG)

process, RSOMI and sustainment planning addressed in the EXSPEC
and the EXPLAN, to ensure proper functionality and database
population of LOGFAS and TOPFAS. This means that prior to CRP the
TA will be required to support these deliverables and also prepare their
own LOGFAS and TOPFAS with agreed FOG and exercise planning
agreements.

(b) Training Audience Deliverables. The TA deliverables may include:

CONOPS, operational plans, CJSOR, Theatre Capability Statement of
Requirements (TCSOR), workforce requirements/CE, sustainment and other
specialised functional plans, Allied Disposition List (ADL), operation orders,
etc.

(2) Key task 3.3 -Option 2 (Plan activation). This version applies when
existing executable advance plans are available and to be used for the exercise.
The main effort in this variation is to adapt the advance plans to the specific exercise
situation and to develop the corresponding orders for the plan execution.

(3) Supporting sub tasks for training block C activities (tailored as needed to
accommodate strategic, operational, and or tactical level TA activities):

(a) Establish training site(s).

(b) Establish and maintain EXCON, including training teams.

54 For explanation, see References L and S.

55 See also Annex E to Bi-SCD 075-003 and the description of Scenario Modules therein.
F-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(c) Activate training, evaluation, and CI Team(s) as applicable.

(d) Witness and Evaluate the CRP/Plan activation training block activities.

d. Key task 3.4. – Deployment Exercise. Execution of Force Activation, Deployment,

RSOMI process 56. Type D training block (see details at Annex H). OCE/TA executes
Force Activation, Deployment and RSOMI in order to enhance HQ/forces responsiveness
and integration and to consolidate orders and databases in preparation of the exercise or
a mission. Two to three events are necessary to address the entire Force Activation,
Deployment, and RSOMI. The nature of these events will depend on EAs, EO and TOs.
Consequently, EXCON may range from a few subject matter experts up to many hundreds
in a CPX. The training block is mainly focused on the Joint Support and Enabling
Command (JSEC) and Joint Logistic Support Groups (JLSGs), NATO Force Integration
Unit (NFIU), J3/Joint Operations Centre (JOC), who will normally monitor the deployment
and execution of RSOMI. For MJX, a realistic training block D delivery would require
SHAPE SME participation irrespective of whether or not SHAPE was participating as a TA.
When training block D is being conducted as an ambitious BST/CPX linked to CRP and
training block E, the sub tasks are similar to the ones described for training block E. The
sub tasks supporting this key task are:

(a) Determine exercise training block D STARTEX based on, among

other things, the EAs, EOs and the TOs.

(b) Issue the requisite STARTEX documentation, data and information for
the TA. This will primarily be found in Scenario Module 5 and in the TA
products from CRP.

(c) Refine OPFOR campaign plan (for use by EXCON only). EXDIR
supported by EXCON, OSE/OCE/ODE EG and with TA OPR.

(d) Establish training site(s), including, but not limited to RLS, CSS and
CIS connectivity and CIS services.

(e) Activate Physical Security plan. Physical Security considerations are

provided at Annex T.

(f) Implement Safety and Environmental Measures. All exercise sites

must have precautions in place for real world emergencies such as fires, oil
spills, medical emergencies, etc. See Annex L.

(g) Stand-up EXCON in all locations. In accordance with EXPLAN inputs

including Senior Mentors and training teams.

(h) Conduct EXCON training in accordance with EXPLAN.

(i) Deploy TA to the exercise sites.

56 DEPLOYEX may include Reception, Staging and Onward Movement (RSOM) and/or Reward Movement, Staging

and Dispatching (RMSD).

F-7
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(j) Conduct Warm-up at the TA locations. This activity is done by TA in

order to commence the HQs’ Battle Rhythms and integrate the personnel
reinforcement into the staff. This activity is conducted without any interaction
between TA and EXCON.

(k) Activate the EXCON Visitors and Observers Bureau (VOB)/NATO

Media Information Cell (NMIC). The details are included in Annex W.

(l) Activate evaluation, training feedback, and CIT.

(m) Commence the exercise by executing agreed portion of OPLAN.

(n) Manage and control the exercise by executing MEL/MIL and

simulation.

(o) Collect the daily training feedback from TTs to assess the
achievement of TA’s TOs.

(p) Evaluate.

(q) Execute the End of Exercise and conduct Deactivation of Exercise

Sites.

e. Key task 3.5. – Employment Exercise. Execution and conduct of operations.

Type E training block. This training block represents the usual culmination moment of all
the training delivered up to this time. Normally, the scenario build up begins a few weeks
prior to the execution of this training block by providing the TA with Crisis Situation
Update(s) to simulate the political situation progress. The TA executes the planning and
conduct of operations in order to develop operational and procedural skills, to enhance
HQ/force readiness, to develop HQ/forces interoperability, and to deliver Strategic
messaging (when applicable). During training block E, a selected timeframe, or
timeframes of the OPLANs produced in training block C is executed. Prior to the STARTEX
of training block E, different elements of exercise structure conduct preparation activity
such as Warm-up for TAs, CIS Set-up Validation (CIS-S&V), EXCON training for EXCON
staff, and EVAL training for evaluation teams. A possible training block E timeline is
illustrated in figure F-5 (Training block E operations) below. The sub tasks supporting this
key task are:

(a) Determine EMPLOYEX training block STARTEX, based on, among

other things, the EAs, EOs and the TOs.

(b) Issue the requisite STARTEX documentation, data and information for
the TA. This will primarily be found in Scenario Module 6 and may be
modified/updated based on the TA products from training block D (when
applicable).

(c) Provide the TA with necessary situation update documentation prior

to the STARTEX.

F-8
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(d) Pre-STARTEX synchronisation. TAs synchronise plans, orders, and

products as agreed in EXSPEC/EXPLAN in order to ensure common
understanding and full joint interaction at STARTEX. See Pre-STARTEX
Synchronisation Matrix at Annex M.

(e) Establish RLS/CSS at exercise sites.

(f) Establish CIS connectivity and CIS services. This includes the CIS
S&V. (See Annex O). Note, immediately after this activity and before the
main body of the TA arrive, the FS managers and IKM personnel are to
ensure that the FS and IKM tools are properly configured with the relevant
information.

(g) Activate Physical Security Plan. Physical Security considerations are

provided at Annex T.

(h) Implement Safety and Environmental Measures. All exercise sites

must have precautions in place for real world emergencies such as fires, oil
spills, medical emergencies, etc. See Annex L.

(i) Stand-up EXCON in all locations. In accordance with EXPLAN inputs

including Senior Mentors and Training Teams. Notional structures are
described at Annex Z.

(j) Conduct EXCON training in accordance with EXPLAN.

(k) Deploy TA to the exercise sites.

(l) Conduct Warm-up at the TA locations. This activity is done by TA in

order to commence the HQs’ Battle Rhythms and integrate the personnel
reinforcement into the staff. This activity is conducted without any interaction
between TA and EXCON.

(m) Activate the EXCON VOB/NMIC. The details are included in Annex
W.

(n) Activate evaluation, analysis, and CICC.

(o) Commence the exercise by executing agreed portion of OPLAN.

(p) Manage and control the exercise by executing MEL/MIL and

simulation.

(q) Collect the daily training feedback from training teams to assess the
TA TOs achievement.

(r) Evaluate, witness, conduct CI activities.

(s) Execute the End of Exercise and conduct Deactivation of Exercise

Sites.

F-9
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure F-5 – Training block E operations

Note: EXCON dialogue with TA is important during training block D and E to

ensure that training is maximized and TOs can be met. This is normally done
through organized dialogue between the EXCON and the Senior Trusted
Agent.

Note: Training Team, TA Trusted Agents, and Evaluation Teams should

exchange information on a daily basis in order to consolidate feedback and
inform TA progression.

f. Key task 3.6. - Assessment. Conduct Assessment. At the conclusion of training

block E (execution of EMPLOYEX), the OCE/TA Commander conducts an After Action
Review (AAR), supported by the EXDIR as required.

(1) After Action Reviews enable the determination of how well the EOs and TOs
were met. It allows TA (Commanders and/or designated staff officers) to answer
the following questions:

(a) What was intended?

(b) What actually happened?

(c) What went well (and how can it be sustained)?

(d) What did not go well (and how can it be improved)?

F-10
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(2) The AAR is not a critique session. Key steps of this task are:

(a) Collect key training feedback.

(b) Develop significant findings, draw conclusions and develop

recommendations.

(c) Prepare the AAR site(s).

(d) Establish VTC connectivity with all sites.

(e) Conduct AAR.

g. Key task 3.7. - Follow-on Training. Conduct Follow-on Training. Type F training
block. This block represents the opportunity for commanders to address LI or any other
commander’s area of concern that arose during the planning and execution process. This
block may also be used as a trial period for new command or staff concepts. This block is
specifically not for completing TOs or EVAL criteria. Due to analysis and reporting
requirement and timelines, these items must be completed by the end of the E block.
Based on the timelines and other requirements established in the EXSPEC the OCE and
ODE will provide the TA additional training to meet the commander’s desire to look at the
issues mentioned above. This follow on training may take the form of any training block.
However, any D or E block would be limited to a tabletop exercise or wargame. Resources
and timelines would not allow for a full CPX backed event.

h. Key task 3.8. – Conduct Validation Meeting 3 and promulgate Exercise Report.
The OCE conducts VM-3 with OSE, ODE, and TA Commanders within approximately 30
days of completing AAR. Details pertaining to VM-3 and the EXREP are provided at Annex
G (Exercise Feedback Processes). The template for the EXREP is laid down in Annex M
(EP guidance and deliverable templates). OCE will provide the EXREP to OSE.

F-11
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure F-4 – Stage 3 Key Tasks

F-12
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ANNEX G TO
Bi-SCD 075-003
DATED 01 SEP 23

EXERCISE FEEDBACK PROCESSES

1. Aim and Description of Exercise Feedback Processes

a. Aim. In peace time, exercises constitute the primary venues to collect, analyse,
report, and exploit tangible findings related to force preparation, force readiness, internal
organization, and the integration of current and future capabilities. The purpose of this
annex is to provide details of the four usual exercise feedback processes: Training,
Internal Assessment (IA), Evaluation, and CI.

b. Training. “Training” in this setting is conducted with a team of Subject Matter

Experts, witnessing TA performance in order to assess and advise TA on possible
improvement within staff processes and procedures. Training includes during- and post-
exercise witnessing, analysis and reporting to the OCE by the TA, ODE (if appointed), and
supporting organisations in accordance with requirements and procedures established in
the EXSPEC and EXPLAN.

c. Internal Assessment. “IA” sees TA and EXCON bodies assessing their internal
organization and performance issues in order to improve future performance and to
contribute to external assessment. Based on LL Collection Plans and experience, IA relies
on the simple bottom-up sequence of Hot Wash-Up (HWU) leading to the prioritization of
points to improve and points to sustain at the end of the exercise. Each branch, division,
or cell reports to the next echelon what cannot be fixed at that level and shares conclusions
with other-HQs who will face similar situations in the future, especially during
mission/standby hand-over/take-over periods, BAR, or annual COI meetings. LL related
Observations will be included in the LL process.

d. Evaluation. “Evaluation” sees teams of SMEs assigned to evaluate the level of

performance of selected TA. For details and the governance of this process, see
Reference B.

e. Capability Integration. “CI” sees Bi-SC Teams 57 informing current or future cross-
cutting and pan-HQ capabilities. CI Teams are coordinated by ACO and ACT 58 during
exercise preparation, execution, and reporting in order to accommodate their needs,
minimise their impact on TA and EXCON, and develop synergies amongst themselves.
Joint C2 Observation is governed as described at Reference B; SPALL relies on the extant
LL structure and process as described at Reference G but focused on LL priority areas.
Experimentation in Exercises is described at Reference U. ACT role and responsibility, as
well as information pertaining to Concept/Doctrine/Warfare Development, is to be found at
Reference V.

57 For their major annual exercise, ACO usually establish up to two teams: A Joint Command & Control Observation
(J2COBS) Team and a SACEUR’s Priority Areas LL Collection & Analysis (SPALL) Team. ACT usually establish up
to three teams: A Warfare Development Exploitation Team (WDET), a JALLC Analysis (JA) Team, and an
Experimentation and Doctrine Validation (EDV) Team. ACOS J7 and ACOS JFD coordinate themselves and
coordinate their action with EXDIR and TA COS.
58 Namely SHAPE J7 and HQ SACT JFD for Multi Domain Exercises

G-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

f. Mandatory and Optional Exercise Feedback Processes. Training and IA are

mandatory in every exercise whereas evaluation and CI are scheduled in the EXSPEC
when appropriate.

g. Synchronised Exercise Feedback Processes. All these processes are

developed in parallel to the EP and synchronized with the EP via the EP deliverables:
EXINT, EXSPEC, EXPLAN and EXREP. The exercise officially ends when the OCE
submits the EXREP, although LL and CI efforts continue beyond this period.

h. Lessons Learned Process. The LL process, as governed and described in

Reference G, informs exercise’s preparation and exploits the findings mainly arising from
IA and CI but also from the other feedback processes. It is a much broader and continuous
activity than the above feedback processes and it is looking both internally and externally.

2. Major Deliverables. There are three main categories of deliverables: EXREP as an

output of the Training and IA processes, evaluation reports as the outcome of the evaluation
process, and a CI Report as an outcome of the CI process.

a. Capability Integration Report (CIR). When requirements for CI are directed in the
EXSPEC by the OSE on the basis of ACO and ACT advise, CI Teams are established and
used by the authorities assigned in ACO and ACT in coordination with the OCE and EXDIR
to produce a unified Bi-SC CIR sent to SHAPE and HQ SACT 75 days after the end of
exercise execution (ENDEX+75). A template for the CIR is at Annex M.

b. Evaluation Reports. When the EXSPEC establishes requirements for an ACO

evaluation, the evaluation team plans for and produces a Formal Evaluation Report (FER)
followed by a Detailed Evaluation Report (DER).

c. OCE’s Exercise Report. The OCE’s EXREP is the authoritative report of an

exercise to the OSE, due no later than 75 days after the AAR (ENDEX+75). It contains,
among other things, a summary of the extent to which the EAs, EOs and TOs were
achieved during the exercise, as well as the LIL 59 selected by the OCE among the LI
submitted by the TAs/ ODE. The EXREP will include the training audiences’ assessments
of the exercise as well as inputs from all participants. The EXREP should draw conclusions
and make recommendations. A template for the EXREP is at Annex M. ODE will support
the OCE in producing the EXREP as specified in the EXSPEC. EXREP reflects the group’s
assessment following a structured exchange of oral and written information:

(1) Collecting TA/EXCON individual findings. At the end of each training block,
TA Branches/Divisions and EXCON cells assess the outcomes during an internal
HWU. This enables them to fill their First Impression Report (FIR). FIRs contain
the first assessment of the exercise construct and achievements of the training
blocks. Each FIR should also include a Key Observations List selected by the
TA/ODE OPR among all observations collected 60. A template for the FIR is at
Annex M. There are three mandatory FIRs, which are to be submitted after Stage

59 The LIL is a summary or highlight of the key LIs that are considered most important and is an enclosure to the
EXREP. The purpose of the LIL is to draw the attention of the leadership and assist the exercise community and
analysts by grouping the key LI from one exercise in one place.
60 Observations will be subsequently analyzed in accordance with the LL process in order to turn them into LI.

G-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

1, CRP, and DEPLOYEX/EMPLOYEX. Each participating HQ, agency, and team

completing these milestones is to submit FIRs to the OSE and OCE as follows:

(a) FIR1 to OSE normally 15 working days after EXSPEC release.

(b) FIR2 to OCE normally 15 working days after CRP (if any).

(c) FIR3 to OCE NLT 15 working days after the completion of

DEPLOYEX/EMPLOYEX.

(2) Analysing findings. Findings arising from all training blocks and all
stakeholders are initially shared at the AAR, reported in the FIRs, and discussed
and decided upon for future exploitation at the Commanders Validation Meeting 3
(VM-3).

(a) After Action Review. The OCE conducts the AAR right after
DEPLOYEX/EMPLOYEX with CG representatives of all participant: OSE,
ODE, Directors, TA. Training, IA, and CI outcomes are shared. It is usually
prepared by a staff-level HWU involving EB, EXCON cell chiefs, TA, and
representatives from the Feedback Teams. AAR is really a short, concise,
structured initial impression discussion from TA CDRs on their training
achievement within the given training conditions. Analysed input is not ready
before the FIR. The AAR should not be seen as an All-Hands-Call or a town
meeting. Representatives with “no input/no comments” should not
participate.

(b) Entities who do not participate in AAR can try to have their say via
their commander (OSE, OCE, ODE, or TA CDR).

(c) Validation Meeting 3. The OCE conducts the VM-3 with OSE, ODE,
and TA Commanders within approximately 30 days of completing AAR. The
aims of VM-3 61 are to:

1/ Validate the inputs to EXREP (mainly AAR outputs and FIRs).

2/ Take immediate advantage of the experience gains, and LL

products.

3/ Share Commanders views on the impact of the exercise’s

outcomes on future ACO/ACT workstrands and exercises.

(d) TAs/ODE are to submit a LIL to OCE NLT 50 days after the AAR.

(3) Release of EXREP, NLT 75 days after DEPLOYEX/EMPLOYEX.

61 As any VM, VM-3 may be conducted via VTC or in presence.

G-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

3. Roles and Responsibilities

a. OSE. The OSE is responsible for staffing FIR1 inputs, contributing to the VM-3, and
noting the EXREP. The OSE is also responsible for providing LL D&G and ensuring LL
Collection Plans are fully coordinated at all levels.

b. OCE. The OCE is responsible for staffing FIR2, FIR3, conducting and recording
AAR, VM-3, and producing the EXREP. OCE is also responsible for ensuring the effective
implementation of the LL process throughout the exercise and promoting the collective
analysis of cross-cutting and pan-HQs LI across TAs/ODE.

c. ODE. The ODE is responsible for contributing with FIRs 1 to 3 and supporting AAR
and VM-3. ODE fills the role of Exercise Director during the execution of training block’s
conduct. The coordination between EXCON and TA and between EXCON and CI
Authorities during planning and conduct rests with EXDIR as the overarching execution
coordinating authority.

d. Director of Evaluation. DIREVAL is responsible for preparing, developing and

submitting Evaluation Reports to the appropriate Commanders.

e. CI Authorities. Pending the exercise concept and design, CI Authorities from ACO
and ACT are responsible for contributing to the AAR, VM-3 as well as preparing,
developing, submitting CIR for HQ SACT and SHAPE.

f. Training Audience. TA Commanders are responsible for preparing, developing

and submitting FIRs 1 to 3 and contributing to the AAR and VM-3.

g. Contribution to the LL Process. All TA Branches/Divisions and EXCON cells

have a responsibility for conducting IA and contribute to the relevant LL Process. LL Staff
Officers (LLSO) from OSE and OCE will be members of the EG to provide LL expertise
and guidance on the implementation of the LL process throughout the exercise.

h. TT, EVAL, and CI Teams. Chief TT, Eval Team Leader, and Assistant to CI
Authorities are supported by teams generated for the exercise according to the
requirements initiated in the EXINT, specified in the EXSPEC and detailed in the EXPLAN.

(1) A team is generally composed of:

(a) A lead expert of the training, evaluation, or CI processes to organise

the team.

(b) Functional experts to collect and analyse the findings.

(c) Analysts, analysing the findings and developing the report.

(2) Trainer Team. The TT is comprised of expert trainer who provide staff level
advice to the TA in functional areas. SMEs are generally, but not necessarily,
drawn from non-TA headquarters. The TT usually acts in two roles simultaneously:

(a) As witnesses, who provide feedback on the exercise’s progress and

note the performance and operational practices of the TA.
G-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(b) As trainers, who coach the TA in the execution of their staff duties.

Each PTO should be accompanied by at least one trainer from the TT. The TT
works closely with the SM to advise EXDIR on the performance of the TA. ODE
usually provides a dedicated Analysis Team to exploit what has been witnessed.
In addition, the Chief TT should integrate some TA J7 analysts in that team. Most
of PTA benefits from a TT whereas STA may not have one, in which case STA will
carry out their own TT function and rely solely on a trusted agent to deal with
exercise play issues.

(3) Evaluation Teams. The EVAL Team is composed of evaluation experts and
analysts building the DIREVAL core staff element. Functional experts drawn from
higher-echelon or sister HQs evaluate the level of performance of the training
audience against the criteria set in the ACO Force Standards. See Annex N.

(4) CI Teams. In major NATO exercises, CI Teams may be established as

illustrated in Figure G-2. When Joint C2 Observation (JC2OBS), SACEUR’s
Priority Areas for LL Collection & Analysis (SPALL), Warfare Development
Exploitation Team (WDET), JALLC Analysis (JA), or Experimentation and Doctrine
Verification (EDV) Teams are required, they are respectively composed around
SHAPE J7 EVAL, SHAPE J7 LL, HQ SACT JFD ECAB, JALLC, and JWC core
staffs reinforced where appropriate by experts and analysts from other HQs and
Centres. CI Teams may interview functional experts from the TA, TT or EVAL team
upon COS TA, Chief TT and DIREVAL arrangements specified in EXSPEC and
EXPLAN. However, CI team should not expect any product from them.

i. Array of Teams contributing to the Exercise Feedback Processes. Up to eight

teams may contribute autonomously to Exercise Feedback Processes and share
information. Three of the teams focus on specific findings alongside with their processes
(Training, Internal Assessment, and Evaluation). The other five teams are coordinated
through CI when it is activated. See Figure G-3.

j. Shared or Multiple Trainer/Evaluator Teams. There is usually one TT per PTA

and one EVAL team per evaluated HQ. In addition, to meet the needs of STAs with
remaining resources, it is possible to build shared or multiple ODE Advisory Teams or TT.
It is also possible to build a single, however suboptimal Trainer/Evaluator Team.

4. Key Tasks. The exercise feedback processes develop and are synchronized with the EP
through five Tasks, which are described below.

a. Key task 1 - Exercise feedback orientation and initial coordination.

(1) EXDIR, DIREVAL, and CI Authorities orient their team on the ends, ways,
and means corresponding to their workstrand as soon as the team is established.

(2) Guidance will be provided to develop Data Collection Plans. Meanwhile, it is

important to ensure that the various data collection activities that support the
exercise feedback processes are coordinated and harmonized such that any
obstructive influence or unnecessary burden on the TA is reduced and, wherever
possible, duplication of effort is minimized. The EXDIR will coordinate exercise
G-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

feedback efforts and clarify, in close coordination with Chief TT, DIREVAL and CI
Authorities, how their team will interact with the TA. Coordination is to start during
EP Stage 0 and detailed in Stages 1 and 2.

b. Key task 2 - Planning of Information and Data Collection. A variety of data

collection methods and tasks may be required. Collection plans will be produced as
required to drive data collection via the following methodologies:

(1) Information and Data Collection Methodologies. Five primary methods are
generally employed for collecting data in support of Training, IA, EVAL, and CI.
Any combination of these methods may be required of the data collection tasks
described below. It is important for the EXDIR to have full visibility of and
coordinate the methods to be employed to assure the TA is not overloaded with
these types of tools and that there is minimal duplication of information requested.

(a) Witnessing, Monitoring, and Investigation. TT witness and advice the

TA through their processes. They witness how the TA apply doctrine, SOPs
and/or Standing Operating Instructions (SOIs) and share findings with the TA
to provide immediate feedback and learning. They also monitor the
achievement of the TOs. Evaluation teams monitor the satisfaction by TA of
Evaluation criteria TA. CI team investigates to which extent capabilities are
working and integrated.

(b) Interviews. Interviews are a frequent methodology employed by all

the teams to collect data. These can range from formally scheduled events
to informal casual discussions with TA members and EXCON cells. As
issues being addressed by the various Training, CI and Evaluation
requirements frequently overlap, it is essential to coordinate all interviews to
minimise the impact and distraction to the TA and avoid repeatedly
subjecting the TA to the same queries.

(c) Surveys/Questionnaires. A variety of teams may request participants

complete check-off lists or questionnaires during certain training blocks or
throughout the EP 62.

(d) Automated Capture/Retrieval. This methodology employs some type

of automated (often real-time) data capture/retrieval mechanisms. This
approach can be used effectively to capture/retrieve data such as: record of
the simulated manoeuvre (for simulation), email and telephone exchange
records; “human being-machine” interface/interactions; readouts, minutes
and/or records from boards, working groups, VTCs, etc. Although this
methodology generally has low impact on the TA, it will usually require
planning and effort on the part of the individuals who manage the particular
systems to make sure the right mechanisms in place to capture the required

62It is wise to conduct a Survey on Real life and CIS Support when the exercise starts. This enables to rapidly
improve the support (and the training) where possible and keeps training, evaluation, and CI focused on operational
matters. This gives the occasion to reward the support personnel in the areas highly appreciated by the exercise
participants.
G-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

data. As such, it is important that any intended uses of this methodology be

detailed in the EXPLAN.

(e) Document/Material Review. Training and Evaluations often require

access to and review of existing, or previously generated documents and
materials. These can range from Doctrine, Policy, SOPs, etc. to previously
generated, exercise specific materials such as Operation Plans (OPLANS),
Fragmentary Orders (FRAGOs), CONOPS, etc. As a rule,
document/material review methodologies have low impact on the TA.

(f) The requirements, timings and responsibilities for collection, analysis,

reporting, distribution, and archiving of the information and data are set in:

1/ EXPLAN for Training, IAs, and CI.

2/ Specific Evaluation Directive (SED) covering each evaluation.

The work strands are synchronized through the EXPLAN annexes.

c. Key task 3 - Conducting Training, IA, EVAL, and CI. Conduct Training, IA, EVAL
and CI in accordance with the collection plans developed in Key task 2. Regular OCE
meetings and the exchange of liaison elements between the teams enable to coordinate
the work strands and share relevant information during the execution of the most significant
training blocks. AAR and HWU are key venues to share findings at the end of the activity.

d. Key task 4 - Preparing and Issuing Deliverables. Once the findings have been
captured and analysed, they are formally reported. The nature, depth and breadth of the
data for each of the deliverables will be specified in the documents detailed at paragraph
3.b. with certain deliverables being in direct support of the OCE and others being mandated
by and in direct support of entities outside of the OCE. The delivery timeline is a
compromise between the need to consolidate the analysis and the need to deliver
outcomes in order to timely inform future workstrands and exercises.

e. Key task 5 - Exploiting Findings. Exploiting the findings of an exercise based on

the FIRs, EXREP, IA, evaluation reports, and CI Report.

(1) Relevant findings and recommended actions should be shared among OSE,
OCE, ODE, and TA and with their higher echelon and sister HQs at least via the
above reports in order to quickly inform the preparation of future standby periods
or exercises. Predecessors should for instance be prepared to provide a testimony
during the BAR at EP Stage 0 for a similar following exercise or at the time of
mission/standby hand-over/take-over. These findings must also be formally
shared through the AAR and EXREP.

(2) Moreover, the functional experts should review key findings arising from
exercises when they meet their Community of Interest.

5. Lessons Learned. The NATO LL Process should be informed by relevant exercise

findings and conducted according to Reference G.

G-7
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

a. Lessons Learned Collection Plan. The Lessons Learned Collection Plan (LLCP)
will provide guidance on the key operational areas on which the Observations collection
effort for LL purposes should focus and therefore inform the IA process and the CI process.
This LLCP is to be defined in the EXSPEC; detailed in the EXPLAN and coordinated with
the rest of the feedback processes, specially the CI one (it is to be included in the Appendix
2 to Annex F to both EXSPEC and EXPLAN). Every TA will develop an internal LLCP
based on the LLCP included in the EXPLAN and their own internal requirements for areas
of improvement. LL Collection Plans development at all levels will be coordinated to
ensure consistency with LL priority areas as defined in the EXSPEC. Existing IKM tools
will be used to facilitate this activity.

b. Observations Collection. Following the AAR within the Internal Assessment

process and based on the LLCP, those Observations relevant enough to be shared with
other HQs and/or requiring the implementation of cross-cutting remedial actions, whether
internal or external, should be collected and included in the LL process once endorsed by
the leadership. Observations related to LL Priority Areas will be managed through the CI
effort. The collection of Observations is conducted through a top-down approach, with key
Observations selected or provided by the leadership. Following EXDIR, DIREVAL and CI
Authorities guidance, LL Observations from their respective feedback processes will be
submitted for LL consideration.

c. Analysis of Observations. In accordance with Phase 1 of the LL process, once

the Observations have been validated, an internal analysis will be conducted by each TA
in order to identify the root causes, the proposed remedial actions (RA) and the
recommended Tasking Authority responsible for tasking the Action Body to implement
such RAs. Subsequently, when possible, OCE will conduct a LL Workshop right before
the VM-3 to analyse, in concurrence with key stakeholders from TA/ODE, relevant cross-
cutting pan-HQs LI. This WS will facilitate the joint analysis and adjudication of LI and the
sharing of key LI to the leadership during the VM-3.

d. Lessons Identified Endorsement. Following the Phase 1 of the LL Process, all LI

endorsed by the senior leadership within the originating unit or HQ at the appropriate level
(in accordance with internal directive or SOP), as Originating Authority (OA), will be
uploaded to the LL Tools. Those key LI selected by the OA will be forwarded in a LIL to
the OCE to contribute to the EXREP.

e. Lessons Learned Tools. The use of NATO’s LL Tools 63 is mandatory to capture

observations, manage lessons and share LL products. The EXPLAN will set the required
conditions to ensure LL Observations from all TA and entities64 participating in the exercise
are collected and submitted to the NATO’s LL Tools.

f. Lessons Learned Training. During Training Block A, all personnel involved in the
exercise are to be provided with the knowledge, skills and mind-set necessary to enable
their effective partition within the LL process. The JALLC can assist when required.

63 Currently the main tool is the NATO LL Portal, which is NATO’s single tool supporting the LL process and for
sharing LL products.
64 Partners, non-NATO entities (NNEs) and non-military actors.

G-8
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

g. Sharing of Lessons Learned Products from Exercises. LL products from

exercises will inform future exercises, mainly during the BAR where key LL will be
presented, and the development of ETEE related Directives.

h. Trusted Agent Team. Whenever possible, TA LLSOs will be incorporated as part

of the TA’s Trusted Agent Team in order to have access to EXCON and TA physical
locations, information and collaborative spaces and benefit from the insights shared at
them.

6. Useful Points to consider for Exercise Feedback

a. People learn if the Findings come from the right person, at the right time, in a diligent
manner.

b. The focus of feedback processes goes to operational organisation, tactics and

procedures. Feedback of the exercise construct should be limited to a syndicate
discussion between the exercise planners during the LL Workshop.

c. All exercise participants are invited to contribute to Feedback Processes. However,

the processes will be driven by the TA and EXCON chains of command through the
orientation, validation, prioritisation, and endorsement of key findings.

d. TA/EXCON Cells only raise up what cannot be fixed internally.

e. Relevant findings must be turned into Action Items with Action Bodies being
associated to the analysis.

f. Action Items will address the shortfalls that were not solved during the exercise and
these findings, which are valid to become Best Practice.

g. Evaluation outcomes will be shared according to a “Need to know principle”.

G-9
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure G-1 – Exercise Feedback Processes

G-10
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure G-2 – Illustrative Capability Integration Organization

G-11
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure G-3 – Array of Teams potentially contributing to the Exercise Feedback Processes

G-12
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ANNEX H TO
Bi-SCD 075-003
DATED 01 SEP 23

COLLECTIVE TRAINING AND EXERCISES TOOLSETS

1. Collective Training and Exercise characterisations and categories

a. Collective Training. Collective Training is an activity aiming to improve collective

operational or procedural proficiency through group activity conducted within facilitated
training conditions.

b. Exercise. An exercise is an activity aiming to improve collective operational and

procedural proficiency through group activity, under time pressure, with full interactions,
and within a complex realistic environment. The quality of the operational products is as
important as the process to deliver them.

c. CT&E Categories. There is a collection of different collective training and exercise

categories, which can be selected as necessary to fulfil training requirements and/or to
plan systematic training and exercise sequences for diverse training audiences. Figure H-
1 below illustrates the different categories of collective training and exercises as well as
the order in which they should ideally be conducted as part of a training progression (in
case it is desired to execute more than one activity). Particular training activities possibly
will precede exercise categories.

(1) Collective training categories 65

(a) Functional System Training (FST).

(b) Functional and Cross Functional Area Training (FAT/X-FAT).

(c) Key Leader Training (KLT).

(d) Battle Staff Training (BST).

(e) Assisted Battle Staff Training (ABST).

(f) Crisis Response Planning (CRP)/Wargame/Red Team option.

(g) Rehearsal.

(2) Exercise categories 66

(a) Alert Exercise (ALERTEX).

(b) Deployment Exercise (DEPLOYEX).

(c) Command Post Exercise (CPX).

65 Appendix 1 to this Annex provides detailed descriptions and explanations to collective training activities.
66 Appendix 2 to this Annex provides detailed descriptions and explanations to exercise activities.
H-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(d) Field Training Exercise (FTX).

(e) Live Exercise (LIVEX).

Figure H-1 - CT&E categories.

2. CT&E Delivery. The following list provides examples how to use, deliver and control
CT&E activities:

a. Academics. Instruction to the TA that includes lectures, seminars, and

demonstrations as the delivery method.

b. Scripted. Manually prescript events and incidents, or vignettes drive the

scenario/operations development or challenge the TAs procedures and actions/reactions.

c. Scripted Computer Simulation Assisted. Scripted events with a dynamic

MEL/MIL supported by a computer simulation, where computer simulations tools assist to
calculate, simulate and arbitrate the scenario/operations development (manoeuvres of
elements/troops, gains/losses, Intel results, incidents, etc.).

d. Live Simulation Assisted. The scenario/operations or incident development will

be supported by activities from live elements/troops playing dedicated roles, or simulating
specific military actions or incidents, that correlate with training audience actions/reactions.

e. Live Confrontation Assisted. Utilising live elements/troops playing dedicated

roles, such as opposing forces, manoeuvring against blue forces.

f. Live Activity. Live activity of the training audience in the field, such as live
firing/combat operations, movement, military medicine, arbitrated by referees.

H-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

3. Execution Delivery Tools. The method of setting the conditions for a TA to meet EAs,
EOs, and TOs.

a. Main Event List/Main Incident List. A script of injects with expected outcomes
structured on main events. MEL/MIL is dynamic and may be adapted as necessary during
an exercise to ensure achievement of EAs and EOs.

b. Simulation. A means of representing (constructively or virtually) dynamically the

operating conditions of a real system. Simulation used in training dynamically models real
environments and/or equipment to enable trainees to acquire and practice of skills,
knowledge and attitudes.

c. Vignette. An independent problem set, supported by real time inputs, that present
operational challenge to the TA and selected participants in order to stimulate staff
processes using a fixed script.

d. Manoeuvre. Live deployment/employment of forces (EMPLOYEX, LIVEX,

ALERTEX, DEPLOYEX).

APPENDICES:

1. Explanation to Collective Training categories

2. Explanation to Exercise categories

H-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

H-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 1 TO
ANNEX H TO
Bi-SCD 075-003
DATED 01 SEP 23

EXPLANATION TO COLLECTIVE TRAINING CATEGORIES

1. Functional System Training. Functional systems support functional area and cross-
functional area processes. Thus, even if the priority lies on functional services individual training,
it is suitable to train them collectively. This suits for an A type training block.

WHO Trainer: Staff’s FS trainers or NCIA (customer funded).

Trainees: FS users.

WHAT Practise FS, C2IS and Electronic Working Practices (EWP).

WHY Enhance individual skills on functional systems, command and control information
systems, and electronic working practices in preparation of a BST/CRP.

WHEN Newcomers during staff induction or before a BST/CRP.

WHERE FS equipped classroom (at HQ, JWC/JFTC, or NCIA).

HOW Resources: One trainer for up to 20 students, one FS per student, tutorial doc.
Concept: See and practice, feature by feature & solve multiple examples.

Table H-1-1 - Functional System Training (FST)

H-1-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

2. Functional Area Training or Cross-Functional Area Training. Table H-1-2 describes

the provision of Functional Area Training (FAT) and Cross-Functional Area Training (X-FAT) in
support of exercise execution. This suits for an A type training block.

WHO Trainer: Mentoring staff or one of the staff’s DIV or consultant (customer funded).
Trainees: Staff officers involved in the trained cross-functional processes.

WHAT Walk through key functional area or cross-functional area SOP, SOI, and battle
drill for a few days.

WHY FAT (at division/branch level) and X-FAT (at staff level) ensure TA’s understanding
of the future mission to be exercised and how it is to be executed, inform TA on
new concepts and lessons from previous operations and exercises, and ensure
that joint processes and integration are fully understood across the TA.

WHEN After staff individual training and staff induction.

WHERE Plenary and syndicate rooms.

HOW Resources: Director, vignette owners, facilitators.

Supporting: JWC/JFTC/standby HQ within means and capabilities.
Concept for each vignette (half a day):
1. Receive mission specific academics.
2. Receive case study introduction.
3. Case study (syndicate work).
4. Brief difficulties and solutions.

Table H-1-2 - Functional Area Training or Cross Functional Area Training (FAT/X-FAT)

H-1-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

3. Key Leader Training. Table H-1-3 (below) provides details on the conduct of Key Leader
Training as part of NATOs exercise process. This suits for an A type training block. Organisers
should ensure:

a. When it is part of an exercise, KLT should focus on the topics related to EOs
associated to the exercise conduct stage (Stage 3).

b. Key leaders should have time to brainstorm and discuss. They should not be
disturbed by long read ahead packages and technical means.

WHO Trainer: Mentoring staff or one of the staff’s DIV or consultant (customer funded).
Trainees: Flag officers and general officers.

WHAT Discuss Commanders’ operational challenges for a few days.

WHY KLT enables TA commanders to refine their ability to provide D&G regarding the
planning of operations through the use of the DMP contained in COPD, achieve
team building, and establish a common benchmark level understanding of
selected topics.

WHEN When starting to prepare for a new mission, e.g. before an exercise.

WHERE Plenary and syndicate rooms.

HOW Resources: Protocol, director, guest speakers, vignette owners, senior mentor.
Supporting: JWC, JFTC, JALLC, contractor (customer funded).
Concept for each vignette (half a day):
1. Panel discussions and case study introduction.
2. Case study.
3. Discuss difficulties and solutions.

Table H-1-3 – Key Leader Training (KLT)

H-1-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

4. Battle Staff Training. Table H-1-4 provides considerations/amplifications on the conduct

of a BST for an exercise. When scheduling a BST, it is important to rapidly determine to which
extent there will be content (potential consequences on other training categories) and if external
participation is expected (BST is an internal event that is rarely attractive for externals.
Nonetheless, external originated reinforcements to the TA, should participate the BST). This suits
for a B type training block.

WHO Trainer: HQ’s TREX branch.

Trainees: Staff (with or without planners).

WHAT Within the operational CP, run a procedural focused battle rhythm for a few days.

WHY BST enable TA to complete staff integration, develop staff’s ability to run selected
cross-functional area processes, practice collective reports/returns and functional
systems, assess staff readiness, and prepare for CPX (when applicable).

WHEN After FST/X-FAT and prior to commencing exercise execution.

WHERE Within the established command post (static or deployed location).

HOW Resources: Command post. EXCON including very limited response cells. HQ’s
own training team; support (from various sources).
Concept for the BST:
1. Establish CP battle rhythm.
2. Challenge all levels with a simple tactical situation (vignette or MEL/MIL,
simulation based).
3. Adjust the “operational noise” to the procedures’ learning tempo.

Table H-1-4 – Battle Staff Training (BST)

H-1-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

5. Assisted Battle Staff Training. Table H-1-5 provides considerations/amplifications on

the conduct of and Assisted Battle Staff Training (ABST) for an exercise. The primary difference
between a BST and an ABST is the addition of OCE/ODE resources and personnel to portray a
more robust background including supporting materials and EXCON RC functions. Additionally,
they can supplement EXCON or TT capabilities as well. This suits for a B type training block.

WHO Trainer: HQ’s TREX branch Augmented by OCE/ODE.

Trainees: Staff (with or without planners).

WHAT Within the operational CP, run a procedural focused battle rhythm for a few days.

WHY ABSTs enable TAs to complete staff integration, develop staff’s ability to run
selected cross-functional area processes, practice collective reports/returns and
functional systems, assess staff readiness, and prepare for CPX (when
applicable).

WHEN After FST/X-FAT and prior to commencing exercise execution.

WHERE Within the established command post (static or deployed location).

HOW Resources: Command post. EXCON including limited RCs. HQ’s own training
team; support from OCE/ODE in materials and EXCON.
Concept for the ABST:
1. Establish CP battle rhythm.
2. Challenge all levels with a simple tactical situation (vignette or MEL/MIL,
simulation based).
3. Adjust the “operational noise” to the procedures’ learning tempo.

Table H-1-5 – Assisted Battle Staff Training (ABST)

H-1-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

6. Crisis Response Planning. Table H-1-6 highlights the execution of CRP as part of the
NATO exercise process. This suits for a C type training block.

WHO Trainer: EXCON element iccw. PLANS division.

Trainees: Command group, Comprehensive Preparation of the Operational
Environment (CPOE) team, JOPG, OPLE, OLRT, Component Command (CC)
planning and liaison elements.

WHAT Develop plans and orders over a 13-14 week period in accordance with the ACO
COPD.

WHY CRP develops command group and staff ability to conduct CRP with higher and
lower echelons, develops OPLE and OLRT skills, and develops plans/orders in
preparation of an exercise.

WHEN After COPC/SOPC course and TOPFAS training.

WHERE OPLE at location of the higher echelon.

OLRT at EXCON location.
CPOE team and JOPG at HQ.

HOW Resources: Limited EXCON to respond to RFIs and deliver scenario modules 2-
5. Senior mentor and tailored TT support (from various sources).
Support and role players in case of OPLE and/or OLRT deployments. Planning
rooms. TOPFAS and LOGFAS.
Concept for the joint level CRP:
1. Up to three weeks of initial CPOE.
2. Up to six weeks of strategic and operational planning including
CONOPS/OPLAN/SUPLAN development.
3. One or two weeks of CPOE update.
4. Up to four weeks of JCO/OPO production including subordinates’ back brief.

Table H-1-6 – Crisis Response Planning (CRP)

H-1-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

7. Rehearsal. Table H-1-7 describes resources for the conduct of an exercise rehearsal.
OSE/OCE should note that both the CRP and rehearsals should be considered an essential part
of the process as they directly contribute to the success of exercise conduct. These activities
may follow the CRP enabling to refine orders. A rehearsal may also be used to get familiar with
and refine plans (e.g. response plans rehearsal, rehearsal of concepts (ROC) Drill, War gaming
(see also table H-1-8), Table Top Exercise (TTX)). A rehearsal suits C type or A type training
blocks.

Trainer: Staff’s OPS/PLANS Division.

WHO
Trainees: Key leaders, JOG, CC Liaison elements.

Rehearse complex parts of Plans or Orders during a few hours.

WHAT
Improve understanding and coordination of parts of the Plans/Orders, may
WHY
stimulate improvements of existing plans, and helps prepare the Commanders for
a CPX or a LIVEX.

Once Plans or Orders are available (minimum of 3 months before exercise

WHEN
conduct).

Static HQ or LIVEX area.

WHERE
Resources: Limited EXCON to respond to RFIs and deliver Scenario modules 2-
HOW
5. Senior Mentor and tailored TT support (from various sources).
Support and role players in case of OPLE and/or OLRT deployments. Planning
rooms. TOPFAS and LOGFAS.
Concept for the Joint level CRP:
1. Up to three weeks of initial CPOE.
2. Up to six weeks of Strategic and Operational planning including CONOPS/
OPLAN/SUPLAN development.
3. One or two weeks of CPOE update.
4. Up to four weeks of JCO/OPO production including Subordinates’ back-brief.

Table H-1-7 – Rehearsal

H-1-7
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

8. Wargame

WHO Trainer: OCE/ODE.

Trainee: Key leadership or functional groups.

WHAT Exploration of decision on a scenario on political and military outcomes.

WHY Provide a safe-to-fail environment for training decisions and decision-making

processes.

WHEN Training block E, D, or as a complement to other training blocks.

WHERE At Headquarters or deployed.

HOW Resources: EXCON, analysts and supporting materials and RCs area, scenario.
Concept for the wargame:
1. Wargame set up and prebriefing.
2. Execute wargame 67 in turns as prescribed.
3. Analyse with feedback.

Table H-1-8 – Wargame

67 A “Red Team” option may be also envisaged to add value to the exercise.
H-1-8
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 2 TO
ANNEX H TO
Bi-SCD 075-003
DATED 01 SEP 23

EXPLANATION TO EXERCISE CATEGORIES

1. Alert Exercise (ALERTEX)

WHO Trainer: Staff.

Trainee: Command staffs or troops.

WHAT During a few hours or days, TA reacts to a short notice operational activation.

WHY ALERTEX test and enhance HQ/forces responsiveness, develops HQ/forces

interoperability, and deliver strategic messaging.

WHEN At least at the beginning of the standby period of a nominated response/reaction

forces HQ.

WHERE From garrison to Port of Embarkation (POE).

HOW Resources: EXCON SMEs, full staff or troops, port of embarkation, scenario.
Concept for the ALERTEX:
1. EXCON activates and controls.
2. TA execute the recall system.
3. TA deploy to POE.
4. TA conduct analysis with EXCON feedback.

Table H-2-1 - Alert Exercise (ALERTEX)

H-2-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

2. Deployment Exercise (DEPLOYEX)

WHO Trainer: Staff.

Trainee: Command staffs or troops.

WHAT During a few days or weeks, TA deploys to a staging area.

WHY DEPLOYEX test and enhance HQ/forces responsiveness, develops HQ/forces

interoperability and deliver strategic messaging.

WHEN At least at the beginning of the standby period. E.g. after an ALERTEX.

WHERE From POE to a staging area.

HOW Resources: EXCON SMEs, full staff or troops, port of embarkation, staging area,
scenario.
Concept for the DEPLOYEX:
1. EXCON conducts.
2. TA deploy to staging area.
3. TA conduct analysis with EXCON feedback.

Table H-2-2 – Deployment Exercise (DEPLOYEX)

H-2-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

3. Live Exercise (LIVEX)

WHO Trainer: EXCON.

Trainee: PTA and STA troops.

WHAT Troops conduct operations within an operational focused battle rhythm for two to
three weeks.

WHY LIVEX enhances troop’s operational and procedural performance, enhances

forces readiness, develops forces interoperability and delivers strategic
messaging.

WHEN At least at the beginning of the standby period. E.g. after an ALERTEX.

WHERE On the field (in a military or civilian training area).

HOW Resources: Full EXCON (incl. Local Operations Control (LOPSCON), umpires,
OPFOR, Damage Control (DAMCON), troops and their support, EVAL or
experimentation teams (case-by-case), training area, scenario.

Concept for the LIVEX:

1. Agree on operational sequences.
2. Execute sequences.
3. Analyse with EXCON feedback.

Table H-2-3 - Live Exercise (LIVEX)

H-2-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

4. Command Post Exercise (CPX)

WHO Trainer: EXCON.

Trainee: PTA and STA staff.

WHAT TA plans for and conduct operations within an operational focused battle rhythm
for two to three weeks.

WHY CPX enhance TA’s operational and procedural performance, develop HQ

interoperability.

WHEN Before an operational commitment (standby for NATO or real operation).

WHERE From static or deployed location.

HOW Resources: Full EXCON (incl. TT, EXCO, EXSUP elements), evaluation or
experimentation teams (case-by-case), TA CP, training facilities, content.
Concept for the CPX:
1. Exercise set-up and Communication Exercise (COMMEX).
2. TA warm-up, STARTEX in-briefs and EXCON training.
3. Exercise execution and analysis.

Table H-2-4 – Command Post Exercise (CPX)

H-2-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

5. Field Training Exercise (FTX)

WHO Trainer: OCE.

Trainee: Limited set of CPs and troops.

WHAT Conduct operations within a “filled” battle rhythm for two to three weeks.

WHY FTXs enhance CPs’ and troops operational and procedural performance, enhance
forces readiness, develop forces interoperability and deliver strategic messaging.

WHEN After a DEPLOYEX, when it is not feasible to organise LIVEX + CPX.

WHERE In the field (in a military or civilian training area).

HOW Resources: Full EXCON (incl. LOPSCON, umpires, OPFOR, DAMCON), troops
and their support, evaluation or experimentation teams (case-by-case), training
area, scenario.
Concept for the FTX:
1. Agree on operational sequences.
2. Execute sequences.
3. Analyse with EXCON feedback.

Table H-2-5 – Field Training Exercise (FTX)

H-2-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

6. Battle Staff Exercise. Table H-2-6 provides considerations/amplifications on the conduct

of a Battle Staff Exercise (BSX). Not an ideal form of execution, a BSX may be used when
resourcing in personnel for EXCON, travel restrictions or other limitations prevent a normal
CAX/CPX. Note that a fully developed script is still required and this type will not reduce the
planning time required in the exercise process. This is a hybrid B/E type training block based on
a BST but meets the E block EOs and TOs.

WHO Trainer: OCE/ODE.

Trainees: Command Group and Staff.

WHAT Within the operational CP, run a procedural focused battle rhythm for a few days
augmented with simulation and or vignettes.

WHY BSXs enable TAs to complete staff integration, develop staff’s ability to run
selected cross-functional area processes, practice collective reports/returns and
functional systems, assess staff readiness. With the addition of the scripted play
into the process, the TA must also perform critical execution tasks as well.

WHEN Training block E execution window.

WHERE Within the established command post (static or deployed location).

HOW Resources: Command post, EXCON including limited RCs, HQ’s own training
team; developed script.
Concept for the BSX:
1. Establish CP battle rhythm.
2. Challenge all levels with a tactical situation (vignette or MEL/MIL, simulation
based).
3. Adjust the “operational noise” to the procedures’ learning tempo.

Table H-2-6 – Battle Staff Exercise (BSX)

H-2-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ANNEX I TO
Bi-SCD 075-003
DATED 01 SEP 23

EXERCISE OBJECTIVE DEVELOPMENT

1. Development and Use of Exercise Objectives

a. Definition. EOs are assigned to the TA by the OSE in order to further inform
exercise planning (expectations and resources) and opportunities for exercise analysis and
evaluation. In accordance with Reference W, they describe to what extent the TA will be
exercised in each MCA. They are developed by the OSE based on the EC, completed by
the TA and synchronised with the TA training plan; vetted and accepted by OCE-ODE.
Drafted EOs are developed during EO Workshop 0 (EOWS-0) in Stage 0 and are
publicised with the EXINT. Final EOs are developed during Stage 1 in an EO Workshop 1
(EOWS-1) or as an agenda item included in an EGM-1.x venue. The final EOs are lastly
promulgated through EXSPEC as a Stage 1 deliverable.

Figure I-1 – NATO Main Capability Areas (MCA)

b. Purpose. Exercise execution is too short for the TA to practice and bring all
operational and procedural skills up to the standards. Anyway, it would be impossible to
develop a fictitious scenario with a near to real degree of granularity in all aspects.
Therefore, EA (usually released in the multi-year training directive up to 24 months ahead;
see examples in reference X and Y), EOs (up to 12-18 months ahead), and TOs (10-11
months ahead) progressively specify training priorities, resource requirements, and focus
the exercise preparation. EOs give the opportunity to TA commanders to take ownership
of, and express the challenge they wish for the exercise in each of the MCAs. Challenges
may be real (e.g. CP/forces deployments, live fires and manoeuvers, real logistics, real
test of protection measures, C3 in real conditions) or simulated (actors and interactions
role played within the scenario). It may be limited to a planning effort (restraining the
impact on the exercise) or fully planned and executed.

c. Development of EOs.

(1) Draft EOs in EP Stage 0. OSE, assisted by OCE, ODE, and PTA draft EOs
during an EOWS-0 ideally held at OSE static location.

(a) Representatives from the OSE, OCE, ODE, and PTA commanders
discuss the challenges they wish for themselves and for the exercise.

I-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(b) OSE OPR then drafts EOs with OSE EO Coordinators and PTA
functional experts (content), J7 facilitators (methodology) and OCE-ODE
OPRs (EOs are deliverable).

(c) Draft EOs are presented to OSE for initial approval at the
commanders’ level Validation Meeting for Stage 0 (VM-0).

(2) Complete EOs in EP Stage 1. The same persons, together with STA and R-
RCs’ functional experts complete EOs during EOWS-1 ideally held at PTA static
location, or as agenda item of an EGM-1.x venue.

(3) Release EOs. EOs are vetted by all stakeholders and finalised during the
ESC. Final EOs are presented to OSE for approval at the commanders’ level
Validation Meeting for Stage 1 (VM-1).

(4) EOs are staffed in three work steps as illustrated in figure I-2: starting “top-
down” with work step 1 to guide and prepare the EO workshops, continuing with the
actual EOWS in work step 2, and exploiting the outcomes in a “bottom-up” approach
in work step 3. The same methodology is applied twice, in EP Stages 0 and 1
(EOWS-0 and EOWS-1/EGM-1.x venue).

Figure I-2 – EOs’ Staffing timeline and responsibilities

(5) The outputs of this staffing are EOs that are usually labelled as in the
example below.

(a) Example of EOs.

I-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

1/ EO# – Consult, Command, Control (C3). CG JHQ-1 and HQ-

2 CC command tactical force elements in decisive operations and
support to national counter-terrorism in xyz regions iccw allied nations.
CG JHQ-1 as the supported commander of OPERATION XY to
contribute to horizontal coordination and SSI (JFCs, TCCs and
Nations) thus building trust and confidence at CG level. JHQ-1 and
JHQ-1 associated JLSG transition to Crisis Establishment (CE).

JHQ-1 C2 tactical force elements from NATO static locations

(response cells deployed to JWC/JFTC). Command JHQ-1
associated JLSG from a location (TBD) and HQ-3 CC from (TBD).
Consult host nations and troop contributing nations (TBD). Execute
(number) joint decision-making cycles. Exchange liaisons to the
maximum extent. Manage rules of engagement (ROE) and national
caveats. BPT provide interviews.

2/ EO# - Plan. JHQ-1, iccw nations (Nation-x OPLE) will develop

its JCO based on its Operations Plan activation (ACTORD), and
especially xxx xxx Land Operations activities (Tactical level). HQ-3
CC will plan its OPORD1, based on the SPD, NED, ACTORD and
SCO1, ACTORD, and supported by TCCs/SCCs. A SCO2 will update
the situation for this new phase. Based on JHQ-1 JCO draft, JHQ-1
associated JLSG, HQ-4 and HQ-5 force elements will run their own
planning process. They will use LOGFAS and TOPFAS, exchange
liaison teams and work on extended day shift and weekend during the
planning phase.

3/ EO# - Project. JHQ-1 associated JLSG will plan, coordinate,

de-conflict, execute and monitor the full projection of forces in the
assigned JOA impacted by non-attributable hostile acts, with special
emphasis on roles, responsibilities and authorities during transition
from crisis to conflict. Use LOGFAS to plan, execute, monitor and
coordinate movements.

4/ EO# - Inform. JHQ-1 and HQ-2 CC to inform and support the

Commanders’ Decision Making and Operations Planning process and
joint activities by executing intelligence procedures across domains
and exercising the full intelligence cycle. This will utilise all
intelligence disciplines (except Xxxx INT), emphasizing Joint ISR
(JHQ-1), Intelligence support to Cyberspace Operations (Strategic
Level), Intel support to Targeting (JHQ-1) whilst conducting reach-
back to higher HQ’s and national intelligence agencies. Additionally,
information and intelligence exchange between strategic, operational
and tactical echelons, and the sharing of intelligence products
between NATO forces will utilise INTEL functional services (such as
…).

5/ EO# – Engage. JHQ-1 and HQ-2 CC will engage a Peer-

adversary with Manoeuvre, Joint Fires and by influencing the
Cognitive domain. Special focus will be put on influencing multiple
I-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Civilian Organizations, media, home population as well as the

adversary. Within manoeuvre, Land will focus on both Offensive and
Defensive Ops. Air OPS will cover AI and CAS, in addition to
Maritime-AIR and JISR as well as focusing on Air mobility. Space
Force Enhancement, Space SA together with Space Control will be
vital. Maritime Warfare for increasing the Maritime Security will have
priority. For SOF Special Reconnaissance have priority, and for
Cyber operations the coordination, deconfliction and integration of
Xxxx activities/contributions into the joint targeting cycle. All warfare
areas will focus Joint Fires on the adversary's forces. Additionally,
Land and Cyber will also focus on Paramilitary groups.

6/ EO# – Protect. Inform the planning and execution of joint

operations. To practice and improve the information exchange and
information management procedures between and within the HQs
and joint enablers such as the host Nation and GO/NGO/IO in order
to establish and maintain situational awareness to allow the
commanders at all levels to make timely and informed decisions.
Utilise INTEL FS.

7/ EO# – Sustain. JHQ-1 and HQ-2 CC plan, coordinate,

conduct and monitor sustainment of forces deployed within the JOA
and RSOM of reinforcements. Improve coordination mechanisms with
JHQ-1 associated JLSG for the development of the JLSN and control
cross-JOA movement (impacted by geography - extended LOCs) and
coordination with other stakeholders. Identify and mitigate shortages
in storage facilities. Compile, monitor and assess the Logistic Picture
and sustainment activities. Enable the JOA through robust organic
capabilities utilizing LOGFAS reinforced by Host Nation and
Contractor Support to Operations.

8/ EO# – Prepare. JHQ-1 will prepare its subordinates for the

mission through Key Leader Training, a staff-level seminar, and Crisis
Response Planning. JHQ-1, JHQ-1 associated JLSG, FE-3, FE-4 and
FE-5 (Corps) will be evaluated by SHAPE, JHQ-1, and LANDCOM.
C2 installations will be practiced with effort on IKM, populating
Functional Services (effort on TOPFAS, LOGFAS, and INTEL FS),
CIS set-up and validation (for involved HQs/FEs). J7 operational
functions will not be executed.

(b) Remarks: All MCAs do not necessarily apply to each training activity
or all phases of the exercised operation.

d. Complex Exercises. In the event of a composite or multi-level, the following rules

apply:

(1) Exercise’s training blocks. EOs should be developed in support of CRP,

DEPLOYEX, and EMPLOYEX training blocks. CRP is limited to “Plan EO” whereas
D and E blocks may have the entire family of EOs.

I-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(2) Several Training Audiences. When an exercise has one PTA and several
STAs, the PTA develops EOs and STAs contribute. When an exercise has several
PTAs, the OCE tasks one of the PTAs (e.g. the one who will be evaluated) or the
higher echelon HQ to develop EOs with contributions from the others.

(3) PTA are entitled to propose high-impact challenges such as 24/7, PE

transition to CE, operating against a free playing OPFOR, business continuity,
deployment out of static facilities, etc.

e. Exercise Objectives Development Brainstorming. It is recommended that OSE-

OCE-ODE-PTA-STA OPRs (guiding and advising) and TA staffs (proposing EOs) use EO
development templates, as depicted and explained in figures I-3 to I-11 below to support
the EO development process. These figures may assist in clarifying what is to be included
within or excluded from the exercise. Although not a formal EP deliverable, completion of
these templates will assist in developing tentative EO sentences. In addition, they will
assist in informing several EXSPEC paragraphs and the development of TOs and scenario
at working level. Completed EO slides may seem complex, but they should be briefed, “As
is” to seniors, so that the chain of command can review and validate the training priorities
and proposed text for the EO. When briefing on the EOs, it is recommended to:

(1) Orient participants to the slides’ structure (i.e. the C2 structure at the centre
left corner; multiple-choices varieties on the centre right including the proposed
training efforts that are highlighted in green and activities to be excluded in red; at
the top, the proposed text for the EO). EO text should be fully consistent with high
priorities selected at the bottom of the EO slide.

(2) Explain the high and no training priorities/efforts that will justify the EO text.

(3) Give the chain of command time to read and digest the EO text (yellow upper
box) without commenting.

f. EO Development Templates and User Instructions.

(1) One EO should be considered for each training activity and for each MCA:
C3, Plan, Project, Inform, Engage, Protect, Sustain, and Prepare.

(2) SHAPE maintains an EO development template on NIP/SHAPE/Exercises/

available for the development of any NATO exercise (LIVEX or CAX, from strategic
to tactical level).

2. Preparation of Exercise Objectives Workshops. In preparation for EOWS-0 and

EOWS-1, the following actions must be taken:

a. OSE OPR.

(1) Draft and release a COS order/calling letter for each EOWS iccw OPRs
(OSE, OCE, ODE, PTA, STA).

(2) Plan for hosting EOWS-0.

(3) Build the initial EO slide deck based on the generic EO templates.
I-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(4) Nominate and train EO Coordinators so that they draft initial EOs.

(5) Share Draft EOs and foundation documents (EC for EOWS-0 and EXINT for
EOWS-1) with OPRs and EO Coordinators.

(6) Collect, upload and provide access to the EOWS read ahead documentation.

(7) Review format-methodology: respective D&G in Bi-SCD 075-003, Bi-SC

Capability Hierarchy, PTA PTR (based on Bi-SC Capability Codes and Statements
(CC&S)).

b. OCE OPR. Assist OSE OPR and inform OCE command group as needed.

c. OCE/ODE OPR and Scenario and/or TT Experts.

(1) Collect and send scenario outline slide(s) to OSE OPR.

(2) Assist OSE OPR in preparing EOs brain storming templates.

d. Designated PTA (ACOS J7 and OPR).

(1) Inform PTA leadership on foundation documentation and EOWS importance.

Seek for command group D&G and involvement where appropriate.

(2) Plan for hosting EOWS-1 and provide administrative support.

(3) Nominate and train Co-EO Coordinators to assist OSE EO Coordinators.

(4) Provide divisions and branches with working-level exercise information.

(5) Review HQ Training directive.

e. OPRs from STA and other PTA.

(1) Inform leadership on exercise concept and EOWS importance. Seek for
command group D&G and involvement when appropriate.

(2) Provide divisions and branches with working-level exercise information and
EOWS read ahead documents.

(3) Complete EO brainstorming slides with own divisions/branches in order to

identify staff’s priorities (at least what they definitively want or do not want) in
preparation of the WS.

(4) Draft an own HQ PTR.

3. Conduct of Exercise Objectives Workshops. See Stage 0 activities and key tasks as
described in Annex C.

I-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure I-3 – Template to develop EO “C3” Part 1

I-7
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure I-4 – Template to develop EO “C3” Part 2

I-8
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure I-5 – Template to develop EO “PLAN”

I-9
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure I-6 – Template to develop EO “PROJECT”

I-10
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure I-7 – Template to develop EO “INFORM”

I-11
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure I-8 – Template to develop EO “ENGAGE”

I-12
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure I-8-1 – Template to develop Land Operations activities to EO “ENGAGE”

I-13
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure I-8-2 – Template to develop Air Operations activities to EO “ENGAGE”

I-14
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure I-8-3 – Template to develop Space Operations activities to EO “ENGAGE”

I-15
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure I-8-4 – Template to develop Special Operations activities to EO “ENGAGE”

I-16
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure I-8-5 – Template to develop Maritime Operations activities to EO “ENGAGE”

I-17
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure I-9 – Template to develop EO “PROTECT”

I-18
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure I-10 – Template to develop EO “SUSTAIN”

I-19
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure I-11 – Template to develop EO “PREPARE”

I-20
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ANNEX J TO
Bi-SCD 075-003
DATED 01 SEP 23

DEVELOPMENT AND USE OF TRAINING OBJECTIVES

1. Definition. TOs are assigned to the TA by the OCE in order to guide exercise’s planning
on training priorities (expectations and resources) and to facilitate exercise design (i.e., including
EXCON design and content creation), witness of training and reporting on TO Achievement (i.e.,
by TAs themselves and/or third-party trainer and analysts). They describe to what extent the TA
will be challenged in each task to be performed within resource conditions and according to
defined NATO Standards. They are proposed by the TA on the basis of their PTR and OSE
EXSPEC, vetted and accepted by OCE and ODE (from a resource manager/condition owner
perspective), released as a draft in OCE Guidance and finally promulgated through EXPLAN.
When evaluation criteria and TOs are aligned, TO development also facilitates evaluation
opportunities. TOs should normally be approved prior to training block C activities. TO elements
are illustrated in Figure J-1 and TO examples are available in Appendix 1. A TO consists of the
following main building blocks: Label/Short Title, Task Statement, Supporting Tasks (ST),
Conditions, and Standards. Of these, the STs form the primary content of TOs and are the most
observable aspects of TO achievement, as they describe in detail, the specific and tangible tasks,
processes, procedures, products and other inputs/outputs which the TA(s) will train during the
given exercise.

Figure J-1 – Inputs to Training Objective Development

Future ACO Force Standard Volumes are expected to streamline the continuum between
capability development, training, and evaluation. Until the terminology is aligned, TO Tasks
correspond to Capability Areas from the Capability Hierarchy, TO Supporting Tasks correspond

J-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

to Force Standards from the AFS and TO Standards correspond to Evaluation Criteria and
References from the AFS.

2. Purpose

a. In the continuity of EOs, TOs further focus the exercise’s resources around training
priorities. Training requirements that are not specifically mentioned in the official exercise
TOs might still be practiced, but not under ideal conditions (i.e., may constitute internally
supported STOs, without resource support from other exercise stakeholders, such as the
ODE).

b. Once the TO list is approved by OCE, TA prepare to execute the tasks and STs and
trainer prepare to witness, assist, and report on the tasks and STs according to the agreed
performance criteria. Meanwhile, resource providers and condition owners plan and set
the agreed material conditions.

c. Finally, and perhaps most importantly, TOs serve as the central benchmark used to
design both exercise content/script and the EXCON organization to deliver the desired
training effects to the TA(s) - as illustrated in Figure J-2.

J-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure J-2 - TOs at the centre of Exercise and EXCON Design.

J-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

3. TO Lifecycle: Development, Management, Monitoring, Achievement, and Revision

a. Overview. A TO’s Life Cycle spans across the major activities of: TO
Development, TO Management, TO Tracking/Achievement, and Standing TO Revision.
Key inputs, which inform and initiate TO Development include:

(1) Specific Strategic Guidance/Direction. SACEUR GUIDANCE on ETEE

(SGE), or other Strategic documents.

(2) Commander Training Priorities. Stated priorities and capability areas of

the exercise TA(s) Commander / Command Groups.

(3) EO Development. Selection of MCA tasks to be trained. EOs are an output

of the EXSPEC process and all TOs should relate to one or more EO.

(4) TA PTR(s). TA cross-references its HQ’s task list, including COM’s training
priorities/capability areas, and future CT&E activities. Every task associated with
an activity should trigger the development of a TO (or STs) as illustrated in the
Figure J-3 below.

Figure J-3 - Example of Procedural Training Roadmap

Remark. MCA tasks scheduled across several exercises may generate similar TOs since
the STs (the way the HQ runs the staff process) and Standards (reference documentation
and AFS criteria of performance) may not change materially from exercise to exercise. As
such, the advent of Standing CAX/CPX TOs for the Strategic, Operational, and Tactical
level HQs has developed a starting point/template for the main, repeated functional area
task statement and supporting tasks (See paragraph 3.b. below). Other differences will be
found in TO Conditions because, as these will vary from one exercise to the other,
depending on the type, scope, format, participation for the given exercise, and resources
availability.

J-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

b. Standing TOs. As a means to streamline and improve the TO Development

process and the quality of TOs/STs, a formal NATO/NCS effort which began in 2021 under
the guidance and supervision of ACO (SHAPE), finished with the development of a “ACO-
wide set of Standing TOs” for different levels and types of HQs (i.e. Strategic, Operational,
and Theatre Component Commands levels). The ACO-wide set of Standing TOs for MDX
will support the performance of ACO HQs as TAs in exercises, while simplifying the
Exercise Process, and maintaining flexibility, high quality and efficiency, simultaneously
serving as a baseline for the synchronisation of PTRs and the scripting of TOs. Standing
TOs are intended to provide “70%(+)” solution for TOs/STs, and form a mature/collectively-
agreed “start state” for TO Development for specific, similar exercises and TAs 68. They
limit the TO development efforts to refining TO conditions according to the nature of the
exercise, the potential resources, and the current level of performance of the TA. Endorsed
Standing TOs shall be refined annually or periodically after each revision of the TAs
Training Plans based on the requirements identified during the planning and execution
phases of NATO MDX, and in accordance with the latest version of AFS Volumes
(Appendix 2), to ensure that they remain relevant and up-to-date with the current NATO
doctrines, organizations, concepts, etc.

c. TO Development. TOs are developed by TAs under guidance and supervision of

(OCE) TO Managers by TA Divisions/Branches on the basis of selected Tasks and EOs.
This process is detailed at paragraph 3.g. and Figure J-5 below. ODE support staffs
(normally Training Event Development (TED) Analysts and trainer, functional area SMEs)
support the TO Development process throughout the TO lifecycle. OCE releases Draft
TOs with the OCE Guidance and finalised TOs with EXPLAN once all stakeholders have
progressively agreed that the TOs adequately cover the overall exercise training
requirements.

d. TO Management. Before the execution of training block(s), TA prepare to perform

the STs within each of the TOs, while resource providers set the material conditions
specified in each TO. Specifically, during exercise design and content development (e.g.
MEL/MIL Incident Development Workshop (IDWS) and Scenario Workshop (ScWS) the
OCE and TA TO Managers (supported by the ODE staff) use the TOs/STs, as the
reference point and benchmark for MEL/MIL content creation to ensure all TOs/STs that
require content are adequately covered by the exercise script, and to have the appropriate
EXCON design (e.g., RCs, Grey Cell (GYC), etc.).

e. TO Monitoring/Achievement. During the EP Stage 3 Training Blocks, the

assessment of achievement of TOs is ultimately the responsibility of the OCE and TAs. In
instances when the OCE and TAs have limited resources (e.g. SME trainer) to monitor,
assess, and report on their own HQ’s TO achievement, they can request support from ODE
SME trainer and analysts, who are the EXDIR’s ‘eyes and ears’ to track TO achievement
to help facilitate EXCON/EXDIR steering of the exercise, especially when risks to
achievement of TOs/STs are within EXCON’s capabilities and resources to influence.
Since PTOs serve as the benchmark for scripting exercise content and constructing
EXCON organization, they are a key reference used to steer the Exercise. Based on the
daily witness of training made by trainers and TA(s), the exercise content (Script) and

68 The “70 %(+) Solution” implies that Standing TOs will rarely be entirely fit for purpose for a given TA, on a given

exercise. It is expected that the TA(s) will need to add/change/delete STs and/or TOs within the Standing TO Library,
to ensure they are relevant in the context of the specific exercise and the TA(s)’ training requirements/priorities.
J-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Scenario may need to be adjusted dynamically to enable TA to achieve its TOs/STs. This
potential process is illustrated in Figure J-4 below. EXCON/ODE trainer and analysts will
also provide general training feedback, findings, recommendations on TO achievement to
the OCE in the formal FIR reporting process, as when appropriate, in the LIL. TAs are
required to report their findings related to TO achievement in their FIRs. At End of Exercise
(ENDEX), the achievement of TOs is assessed and reported (FIR and EXREP), and TA(s)
should update their PTR(s) after the exercise.

Figure J-4 - Driving Mechanisms for TOs

f. Standing TO revision. After ENDEX, as part of the post-exercise analysis, OSE

should supervise the periodic revision/update of Standing TOs/STs when specific
gaps/shortcomings/obsolescence are discovered. This will ensure that new/emerging
terminology, doctrine, tasks, and training requirements are accurately reflected in the
Standing TOs/STs ‘library’ baseline to be used for future exercises (Paragraph 3b).

g. TO Lifecycle. TOs are developed, managed, staffed, monitored and revised in ten
general steps as illustrated in Figure J-5 and explained below. Prior to the start of the TO
development process, OCE TO Manager should provide initial guidance to all TA TO
Managers and supporting entities (e.g. ODE) for the entire TO lifecycle for the given
exercise, to include all key activities, expected deliverables, and timelines/deadlines. The
OCE TO manager will need to determine when the Training Objective Development Group
(TODG) will be established, what type of TO Workshop (TOWS) will be conducted and will
eventually organize and chair the TOWS, accordingly.
J-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(1) Step 1: Initiation and Analysis (Between EOWS and TOWS). OCE OPR,
ODE OPR, and TA OPR(s) agree on the list of tasks69 to be trained in priority for
the exercise. This is done through an extensive analysis of key guidance including:
the EOs, Specific Strategic Guidance/Direction (e.g. SGE),
Commanders/Command Group priorities and capability areas, and other TA
Training priorities (e.g., in accordance with their PTR(s)).

(2) Step 2: Cross-Reference with Standing TOs. When OSE-endorsed

Standing TOs exist at the level(s) being trained for the exercise (i.e. Strategic and/or
Operational and/or Tactical levels), the results from Step 1 should be cross-
referenced with these Standing TOs to determine to what extent the Standing TOs
are fit for purpose for the exercise and/or if gaps exist within the Standing TOs that
would need to be scripted for during the exercise-specific TO Development (e.g.
addition or deletion of TOs/STs, modification of TOs/STs). In exercises for which
extant Standing TOs are almost or completely or fit for purpose, the overall TO
Development timeline and effort will be drastically reduced (compared to an
exercise where brand new TOs/STs need to be scripted “from scratch”).

(3) Step 3: Assign TO Scripting Responsibilities. Under the OCE TO

Manager’s guidance and in accordance with their own PTRs, TA TO Manager(s)
assign TO scripting responsibilities to functional area SMEs within their respective
HQs.

(4) Step 4a: Start TO Scripting. Cross-Functional TO Scripting should begin

at the individual TA HQs under the supervision of the TA TO Manager(s), in
accordance with the guidance and timelines provided by the OCE TO manager.
Depending on the type of TOWS chosen, this step can occur prior to or during the
TOWS. Focus during this step is completion of TO Task Statements and Supporting
Tasks. Conditions and Standards should also be considered, but may not be
completed during this step.

Note: In order for this step to begin, the OCE and TA TO Managers may need
to organize and conduct collective training/familiarization for TO Scripters on
the selected collective TO development & management tool.

(5) Step 4b: Complete TO Scripting. The basic building blocks of TOs should
be completed (Tasks, Supporting Tasks, Conditions, and Standards) by TA TO
Scripters.

(6) Step 5: Condition Owners Vetting and Inputs. Once TAs have completed
scripting all elements of their TOs, they should be vetted by Condition Owners (from
OCE, TA, and ODE) to confirm relevance and supportability. In many cases, Steps
4.a and 5 can occur collaboratively and concurrently (e.g. during and after the
TOWS), rather than strictly sequentially. The sequence and format of these steps

69PTA multi-year Procedural Training Roadmap should forecast the Tasks to be trained in priority for a particular
exercise. Yet, OCE and ODE will advise PTA in the final selection of Tasks, based on their experience from previous
similar exercises. Tasks that are not agreed by OCE and ODE as priorities may be developed by PTA as Secondary
Training Objectives (STO). However, OCE/ODE will neither commit to resourcing STO Conditions nor observe them
during the exercise execution.
J-7
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

is under the discretion of the OCE and TA TO Managers and other supporting
entities (e.g., ODE).

(7) Step 6: Finalize TOs for EXPLAN. Normally at the MPC, OCE TO Manager
confirms completion and endorsement of TOs by all stakeholders, in order to finalize
them for the EXPLAN.

(8) Step 7: Formal TO Approval. OCE formally approves and promulgates the
TOs in the signed EXPLAN. Ideally, the EXPLAN is released prior to the start of
Stage 3, training block C activities (CRP) to ensure CRP is conducted using
approved TOs. However, in instances where the EXPLAN is staffed/signed post-
CRP, the CRP-specific TOs should be endorsed by OCE in principle. The absolute
deadline for TO approval is prior to the Scripting Workshop, which will create the
exercise content/script based on the approved TOs.

(9) Step 8: Determine Exercise Design/Scripting Requirements. In the

period between EXPLAN promulgation and start of the Scripting Workshop, the TA
OPRs, in close coordination with ODE, determine and identify which STs actually
require specific exercise (ODE-provided) content or EXCON design/structural
requirements (i.e. MEL/MIL, OPFOR activities, Scenario products, RCs, CAX
Support requirements, etc.). This will also become the guiding reference for
Scripters during the Scripting Workshop, and ensure that Exercise
Design/Content/Structure facilitates TO achievement.

(10) Step 9: TO Monitoring and Achievement. TA achievement of TOs

normally occurs during the Training Blocks of Stage 3, with the majority of TOs
normally being achieved during CRP and selected DEPLOYEX and/or EMPLOYEX
activities (exercising the deployment and employment of forces and with that, the
conduct of operations). During the EP Stage 3 Training Blocks, the assessment of
achievement of TOs is ultimately the responsibility of the OCE and TAs, supported
by ODE SME trainer and analysts, who are the EXDIR’s “eyes and ears” to help
track TO achievement to help facilitate EXCON/EXDIR steering of the exercise,
especially when risks to achievement of TOs/STs are within EXCON’s capabilities
and resources to influence. EXCON/ODE trainer and analysts will also provide
general training feedback, findings, recommendations on TO achievement to the
OCE in the formal FIR reporting process, and when appropriate, in the LIL. TAs are
required to report their findings related to TO achievement in their FIRs.

(11) Step 10: Update Standing PTOs. As part of the post-exercise review
process, the OSE should capture from OCE, ODE, and TAs any requirements and
recommendations to update Standing TOs, based on the final approved TOs/STs
for the given exercise. TA(s) should also update their PTR(s), as required.

Remarks:
i. PTOs are normally associated with the PTA. STOs are normally associated with STA
and are complementary to (and/or nested within) the PTOs. ODE condition owners will
prioritize resource, exercise design, and EXCON support to PTOs/PTAs, whereas
STOs are self-supported by the TAs internally (in terms of resource provision,
witness/training feedback, and assessment/reporting).

J-8
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

ii. When PTA/STA Staffs wish to train particular tasks that cannot be integrated to PTO,
they may develop STO. However, OCE/ODE will neither commit to resourcing STO
Conditions nor witness them during the exercise execution.

iii. Command Groups (OCE/ODE/TA) involvement is essential during steps 1 and 4, to

ensure the TOs accurately reflect COM training priorities/capability areas.

iv. Any or all of Steps 1 through 5 could occur during a TOWS, depending on the type of
TOWS selected and organized.

v. Steps are not always strictly sequential, and may overlap/occur concurrently, at the
discretion of the TO Managers.

J-9
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure J-5 – Steps in the TO lifecycle (development, management, monitoring, achievement and revision)

J-10
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

h. Roles and Responsibilities:

(1) OCE TO Manager. On behalf of the OCE, the OCE TO Manager is the
overall responsible staff officer for establishing and facilitating the TO Lifecycle for
a given exercise. Responsibilities include (but may not be limited to):

(a) Provide initial TO direction and guidance to TO stakeholders,

including the TO staffing procedure for TA OPRs/Deputy Managers, and a
timeline for TO Development.

(b) Decide and direct on the collective TO development & management

tool to be used for scripting of TO Tasks/STs/Conditions/Standards.

(c) Request the creation of TO Database within the TO development &

management tool by the Function System Authority (e.g. SHAPE in the case
of Training Objective Management Module (TOMM) 70. The OCE TO
Manager will normally create user accounts for the TODG and grant
enhanced/administrative privileges to TA TO Managers to perform local
account creation, password resets, etc.

(d) Determine the need for, and type of familiarization training required,
on the collective TO development & management tool for TO managers and
TO Scripters from the TA(s). Arrange familiarization training on the tool for
TAs if/as required, either before or during the TOWS.

(e) Working with OPRs, set the timelines/deadlines for TO Development

and approval, including key events (IPC, TOWS, MPC) and deliverables (e.g.
OCE Guidance/Draft TOs therein and EXPLAN (Annex to EXPLAN
containing final, approved TOs).

(f) Establish TODG and validate the Task List to be exercised in priority.
Establish the POC list for the exercise TODG (e.g. TO Managers, scripters,
and ODE supporting staff / condition owners).

(g) Determine the type of TOWS to be conducted.

(h) Assist TA HQs in developing TOs using the collective TO

development & management tool chosen 71.

(i) Involve external actors for comments and acknowledgement:

Resource providers (OPRs, Chief Workforce, Chief Scenario, Chief
MEL/MIL, CIS POC, CAX Planner, Chief IKM), Trainer, Analysts, Evaluators
(if any), and Divisions/Branches from the higher Echelon (when applicable).

70 As of the version and publication of this Directive, the primary NATO tool for NATO CAX/CPX is the NCIA-
developed Training Objective Management Module (TOMM). SHAPE is the functional system manager/authority for
TOMM. There may be other CIS tools available for collaborative Training Objective Development & Management,
or future versions and/or replacements for TOMM.
71 OCE TO Manager populates the TO Development and Management Tool with the exercise information,

administrates the database (to include access rights), advises TA TO Manager, and ensures contribution from ODE
OPR and ODE Condition Owners.
J-11
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(j) Export TO list from the collective TO development & management

tool, as required, for promulgation in OCE Guidance and EXPLAN.

(k) Submit PTOs to OCE for approval in the EXPLAN (Annex to EXPLAN
containing the TOs).

(l) When necessary, assist TO refinement until release of EXPLAN.

(m) During Scripting Workshop, track and confirm exercise content (script)
meets the PTOs/STs (and desired outcomes stated in the TO conditions,
such as C5 – MEL/MIL Outcome).

(n) During exercise Training Blocks, track and assess TO achievement

(i.e. with the support of TA functional area staffs and EXCON TT) and provide
advice to OCE on overall TO achievement, for reporting in the FIRs and
EXREP.

(2) TA Deputy TO Manager. Each TA assigns a Deputy TO Manager (normally

member of the TA OPR team) who:

(a) Proposes a list of tasks and/or STs to be exercised in priority (e.g.

from their TA PTR).

(b) Assists OCE TO Manager in establishing TODG and conducting the

TO Workshop 72.

(c) Ensures that TA Divisions/Branches script/contribute to the TOs in

accordance with the directed timelines, and that TO/STs receive cross-
functional73 inputs from the contributing TA Divisions/Branches.

(d) Solicit TA Command Group approval of TOs.

(e) Recommends Command Group approved PTOs to OCE.

(f) Prior to Scripting Workshop determine, in close coordination with ODE

analysts and trainer SMEs, which STs require specific exercise content (i.e.
injects/incidents, OPFOR actions, etc.) 74.

(g) During Scripting Workshop, track and confirm exercise content (script)
meets the TA TOs/STs (and desired outcomes stated in the TO conditions,
such as C5 – MEL/MIL Outcome).

(h) During exercise Training Blocks, track and assess TO achievement

(i.e. with the support of TA functional area staffs and EXCON, TT), provide

72 A common TO Workshop should be organised when there are several TAs.

73 TO Deputy Manager may be assisted by MCA Coordinators (see Appendix 2).
74 Often a high number of STs within TOs do not need specific exercise content (script) created, and therefore do not

need MEL/MIL conditions. These STs are normally associated with normal, TA-driven Battle Rhythm
activities/processes/products that will automatically be triggered by virtue of the fact that the exercise represents a
time period within an ongoing operation. MEL/MIL Scripting should therefore focus on only those STs that actually
require content scripted.
J-12
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

advice to TA COM on overall TO achievement (for reporting in the FIRs), and

update the PTR.

Remarks:
i. In the case of a Mission Rehearsal Exercise (MRE), the in-theatre staff will normally
develop TOs for its successor.

ii. For Unit level training, the tasks may be directly selected from Bi-SC CC&S document.

i. TO Development & Management Tool. This is a generic term used to describe

the functional system/computer-based tool used by the TODG to develop and manage
TOs through their lifecycle, for a given exercise. It normally includes an exercise-specific
TO database, in which the TOs (tasks, STs, conditions, standard) are collectively scripted,
numbered, prioritized, reviewed (e.g., by condition owners), revised, and stored prior to
their approval and promulgation in the EXPLAN. The selection of the tool to be used for a
given exercise normally rests with the OCE TO Manager prior to the formal start of the TO
development process. The OCE TO Manager must then work closely with the Functional
System Authority of the tool chosen (e.g. SHAPE for TOMM) to establish and activate the
exercise-specific instance/database to be used for TO development.

j. Setting TO Conditions. Prior to the CRP and Conduct of Operations Training

Blocks, TA(s) will familiarize themselves with, and if required, practise the procedures
related to the relevant TOs. At the same time, OCE/ODE/TA OPRs ensure that the
material conditions listed in PTOs 75 are progressively set-up by resource providers
(“condition owners”) for each training block. As soon as PTOs are promulgated,
OCE/ODE/TA OPRs ensure that the conditions listed in the PTOs are integrated in the
EXPLAN and progressively implemented, per below:

(1) C1-C3 - Workforce Conditions. Normally the EXSPEC provides templates

for potential RC types and composition, but these are based on previous exercises
and do not take into account the specific exercise design and TOs. Therefore, these
should be validated and/or modified as required prior to the training blocks to ensure
the correct TA and EXCON workforce is in place to have the desired training effects.

(a) C1 – Response Cells. The ODE OPR adds RC requirements as

identified in the TOs to applicable EXCON staffing/workforce document(s).
C1 should also consider GYCs and other content providers (e.g. Media cell,
HICON, OPFOR, etc.) requirements during all training blocks. This condition
is also closely linked to C5 (MEL/MIL conditions) as
RCs/HICON/OPFOR/Media/etc. are the primary tools to “deliver” the script
to the TAs.

(b) C2 – CP Reinforcement. TA OPR adds TA HQ personnel

reinforcement listed in the TOs to the TA workforce document(s).

(c) C3 – Trainer. The ODE OPR adds TT SME requirements as identified

in the TOs to applicable EXCON staffing/workforce document(s), for each of

75 Reminder: OCE and ODE are not accountable for supporting to STOs, unless means and capabilities allow for

limited support for a given exercise.

J-13
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

the training blocks. ODE analysts and /trainer SMEs will work together to
prepare a feedback and reporting plan to ensure that each PTO is witnessed
by at least one dedicated trainer. In cases when specific functional SMEs
are not available within the ODE organization, the OCE/ODE/TAs should
cooperate to source /trainer SMEs from elsewhere within the NATO structure
(e.g. reinforcement staff officers from TA HQs, who are part of the internal
J7/training structure (i.e. will not be part of the TA during the training blocks),
SMEs from COE(s) and/or Nations, etc.).

(2) C4 - Scenario and TA Enabling Products. Chief Scenario and TA prepare

deliverables and documentation accordingly to the scenario and TA enabling
products requirements listed in the TOs. End-state is that both prior to the CRP
training block and prior to STARTEX (Conduct of Operations training block), the
scenario is adapted and consistent, as requested in TOs, and TA has prepared the
enabling operational documents and databases.

(3) C5 - MEL/MIL Conditions. Chief MEL/MIL ensures that the MEL/MIL

expected outcomes listed in the TOs (see paragraph b. below) are captured for the
MEL/MIL Scripting workshop to ensure adequate Incidents and/or Injects are
created to facilitate TO/ST achievement.

(4) C6 – C2IS. OCE, TA and EXCON CIS POCs establish the CIS conditions
(CIS networks, functional systems, etc.) within EXCON and TA.

(5) C7 - CAX. CAX Planner, working with the C2IS POCs as required,
establishes and administers the CAX systems and databases required to fulfil the
CAX conditions identified in the TOs.

(6) C8 – Battle Rhythm. The PTA establishes its own HQ Battle Rhythm (BR)
in close coordination with any other TAs to ensure all BRs are synchronized to best
deliver the correct inputs/outputs both within and between TA HQs.

(7) Conditions-Based TO Achievement Risk. During key meetings and

planning groups, such as the MPC, OCE/ODE/TA OPRs will update the entire
exercise community on the requirements that are not yet sourced/filled according to
PTOs’ conditions and develop risk mitigation measures prior to STARTEX. As
required, the OCE and OSE should be informed of any significant risks that may
need senior level engagement to mitigate. If OCE/TA/ODE condition owners deem
it impossible to create the required conditions of a given PTO, OCE and TA may
decide to reduce the level of ambition, such as changing PTO(s) to STO(s),
cancelling relevant PTOs/STs, or rescheduling the PTO/STs for a different exercise
or activity. This course of action should be seriously considered when high-risk or
impossible conditions (for the type, format, context of the given exercise) materially
affect the achievement of other high priority TOs.

k. Assessing TO Achievement.

(1) The assessment of achievement of TOs is ultimately the responsibility of the

OCE and TA Commanders/OPRs. TAs are required to report their findings related
to TO achievement in their FIRs. At ENDEX, the achievement of TOs is assessed
J-14
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

and reported (FIR and EXREP), and TA(s) should update their PTR(s) during VM-
3.

(2) OCE and TAs are supported by ODE SME trainer and analysts, who are the
EXDIR’s “eyes and ears” to track TO achievement to help facilitate EXCON/EXDIR
steering of the exercise, especially when risks to achievement of TOs/STs are within
EXCON’s capabilities and resources to influence 76.

(3) During the AAR, in addition to the TA providing insight to its self-
determination of strengths and weaknesses, the OCE & ODE may provide an
update/overview to key exercise participants on the overall/general achievement of
PTOs, when appropriate.

(4) TA Commanders report on achievement of their own PTO or STO in their

FIRs. MCAs that have been identified as “needing more training” may be
considered by the TAs as potential PTOs for a following exercise.

(5) ODE FIR will also provide a general overview on training/TO related
feedback, recommendations, lessons identified, and potential best practices, as
witnessed by trainer SMEs, analysts, and other EXCON elements. At the discretion
of the OCE, these details may be shared within the EXREP.

l. Training Objective Workshop (TOWS). A TOWS is a formal, cross-functional

event involving participation from TO managers and TO scripters, supported by ODE
analysts and functional SME representatives, that is specifically and solely dedicated to
TO development. A TOWS is normally scheduled for 2-5 days, depending on the type of
TOWS selected and the level of maturity of both TA PTRs and Standing TOs, when
available 77. A TOWS should be a cross-functional, pan-HQ activity. The OCE TO
manager and PTA should organise it as they would a JOPG, with functional SMEs from
each branch participating to contribute to the development of cross-functional TOs.
Likewise, each subordinate HQ should provide liaison officers/elements (also with cross-
functional expertise) and conduct concurrent TO development. The goal will be to develop
a set of complementary TOs to accomplish a Joint mission. As in a JOPG, the PTA TO
managers should seek CG direction and guidance throughout the process. When using
Standing TOs as the starting point, the PTA should begin by determining if the Tasks and
Task Statements are appropriate and, if necessary, modifying them. STAs can then begin
building or modifying their Tasks and Task Statements to complement those of the PTA.
The same process can continue with acceptance of the Standing TO STs or any necessary
modification or development. Again, the PTA would begin first and the STAs would ensure
their STs are complementary to those of the PTA. Finally, each TA will update conditions
and standards to match the needs of their HQs and exercise requirements. While these
steps can be conducted in several iterations, the initial TOWS should be conducted in late
Stage 1 or as early as possible in Stage 2, preferably at the PTA HQ location to capitalise
on functional expertise. It should be supported by the TO development & management

76 An example of this would be identification of TO STs at risk of non-achievement during the exercise, which in turn
leads to EXDIR/EXCON decision to change or add to exercise script to give the TA(s) additional opportunities to
successfully achieve their TOs.
77 The advent of Standing TOs should reduce the historical length of time required for overall TO Development and

the TOWS itself.

J-15
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

tool and all HQs should work collaboratively and concurrently. The initial list of Tasks and
Task Statements should be complete before the IPC and they should be published in the
OCE Guidance. TOs should be finalised prior to the start of training block C activities
(CRP) to ensure all conditions will be in place prior to CRP. The TOWS does not
encompass the entire TO lifecycle, nor the entire TO development process, which, as
described in the TOWS types below, might take several weeks/months until the TOs are
finalized and approved in the EXPLAN.

(1) TOWS types. The type of TOWS chosen and conducted for a given exercise
depends on several factors, including: the status and maturity of pre-existing
TOs/STs (e.g., Standing TOs) for the participating TAs, the expediency of the
EXSPEC process (i.e. finalization of the EOs), the preparation level of the TAs prior
to the formal development process (e.g. level of maturity and detail of the PTRs),
and the actual date/time chosen in the given exercise calendar based on the
physical availability of key stakeholders. Normally, the TOWS should be conducted
as early as possible in Stage 2 (See Type 1 below), preferably at the PTA HQ
location. However, there are instances where the OCE may choose to conduct a
TOWS could commence earlier (i.e. late Stage 1) or slightly later in Stage 2. In
general, there are three basic “types” of TOWS that can be considered by the OCE
and TAs, with slight differences in timings/outputs, as described below:

(2) Type 1 (Analysis & Kick-off TOWS)

(a) TOWS is scheduled in “early” Stage 2 or “late” Stage 1: Immediately

after EXSPEC (when EOs approved) approval, or prior to formal EXSPEC
approval when the OSE, OCE and TAs are confident in the wording of the
EOs (e.g. in a late draft version of the EXSPEC) and have clear articulation
and understanding of the TA Commander(s) D&G on training
priorities/capability areas (in combination with OSE guidance from SGE, or
other guiding documents).

(b) TO Development Steps 1 through 4a (see Figure J-5 above), would

occur at this type of TOWS. The remaining steps would happen after the
TOWS.

(c) By end of TOWS TO development, TO Tasks will be set in accordance

with the analysis in Steps 1 & 2, SMEs will be identified/tasked to conduct
scripting of TOs (Tasks, STs, Conditions, and Standards, and some TO
scripting will have started but is not yet completed.

(d) This should be a discrete event and not combined with another event,
unless absolutely required. In the latter case, it should remain a discrete
event within an event to allow time/space for SMEs to analyse and begin
scripting TOs.

(e) This type of TOWS should be conducted for most exercises.

(3) Type 2 (Consolidation TOWS)

(a) TOWS is scheduled later in Stage 2 (e.g. between VM-1 and IPC).
J-16
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(b) Distributed TO scripting work (Steps 3 and 4a) by TA(s) would occur,
following OCE D&G (via document/email/VTC) to TAs, based on analysis in
steps 1 & 2.

(c) After a set period of time that TA(s) script their own TOs
(independently), a consolidating TOWS is scheduled to collate, compare,
collectively discuss/edit DRAFT TOs to ensure they fit with the initial strategic
and Command Group D&G/intended exercise design (as well as “vetted” by
SMEs and condition owners for viability) and that STA TOs are
complementary to PTA PTOs. TO development Steps 4b and 5 (see Figure
J-5 above) would occur at this type of TOWS.

(4) Type 3 (Confirmation TOWS)

(a) TOWS is scheduled prior to or during MPC as a final confirmatory

collective finalization (under OCE lead) of the TOs for the EXPLAN.

(b) Most of the TO development process would have already occurred in

a distributed manner (Steps 1 through 5), and this type of TOWS would a
final collective check and synchronization/de-confliction before formal
approval/publication in EXPLAN.

(c) TO development Step 6 (see Figure J-5 above) would occur at this
type of TOWS.

APPENDICES

1. Training Objective Examples

2. Alignment of Capability Areas and Procedural Training Roadmap

3. Training Objective Scripting Tutorial

J-17
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

J-18
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 1 TO
ANNEX J TO
Bi-SCD 075-003
DATED 01 SEP 23

TRAINING OBJECTIVE EXAMPLES

Figure J-1-1 – Training Objective Example 1

J-1-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure J-1-2 – Training Objective Example 2

J-1-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 2 TO
ANNEX J TO
Bi-SCD 075-003
DATED 01 SEP 23

ALIGNMENT OF CAPABILIY AREAS AND PROCEDURAL TRAINING ROADMAP

Figure J-2-1 - Alignment of Capability Areas, ACO Force Standards (AFS), Standing Training
Objectives (TOs) and Procedural Training Roadmap (PTR) in support of new NATO Force
Model (NFM) Capability Integration.

Note: Illustration is split for better visibility over Pages J-2-1 and J-2-2 and depict the left
and the right half of the entire picture.

J-2-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

J7/TREX Branch J7/TREX Branch

Standing Training Objectives

Procedural Training Roadmap (PTR)
(standing TOs)

MCA "PREPARE"
CAPABILITY AREA 2023 2024 2025
Capability Area "1"
Standard "A" MCA "PREPARE"
Standard "B" Capability Area "1" XX X
Standard "C" MCA "ENGAGE"
Conditions for Exercise (Response Capability Area "2" X XX
Cells, CP Augmentation, Observer/Trainer,
Capability Area "3" XX X
Scenario Documentation, Expected MEL/MIL
outcome, C2IS, CAX/LIVEX, Battle Rhythm) MCA " . . . "
Reference Documentation: … Capability Area "4" X XX
Criteria of Perfomance: …
Criteria for "A"
Criteria for "B" XX High training priority
Criteria for "C"
X Low training priority
MCA "ENGAGE"
Capability Area "2" No training required
Standard "D"
Standard "E"
Standard "F"
Conditions for Exercise (Response
Cells, CP Augmentation, Observer/Trainer,
Scenario Documentation, Expected MEL/MIL
outcome, C2IS, CAX/LIVEX, Battle Rhythm)
Reference Documentation: …
Criteria of Perfomance:
Criteria for "D"
Criteria for "E"
Criteria for "F"
Capability Area "3"
Standard "G"
Standard "H"
Standard "T"
Conditions for Exercise (Response
Training conditions to be set by
Cells, CP Augmentation, Observer/Trainer,
Scenario Documentation, Expected MEL/MIL trainers in order to meet the
outcome, C2IS, CAX/LIVEX, Battle Rhythm) standards
Reference Documentation: …
Criteria of Perfomance:
Criteria for "G" Criteria for measuring the
Criteria for "H" performance taken from AFS
Criteria for "T" Volumes VI - IX and XI - XIII

MCA " . . . "

Capability Area "4"
Standard "J"
Standard "K"
Standard "L"
Conditions for Exercise (Response
Cells, CP Augmentation, Observer/Trainer,
Scenario Documentation, Expected MEL/MIL
Use of existing NATO publications
outcome, C2IS, CAX/LIVEX, Battle Rhythm) will provide interoperability among
Reference Documentation: … the Alliance and together with
some concrete SOP/SOI will
Criteria of Perfomance:
provide the way how to achieve the
Criteria for "J"
standards
Criteria for "K"
Criteria for "L"

J-2-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 3 TO
ANNEX J TO
Bi-SCD 075-003
DATED 01 SEP 23

TRAINING OBJECTIVE SCRIPTING TUTORIAL

1. Aim. The aim of this appendix is to assist TO scripters in writing useful TOs. The
paragraphs below capture how to properly label the TO, script required Tasks, STs, Conditions
(including workforce requirements, scenario and content (MEL/MIL) requirements, C2IS/CAX
Support requirements, performance standards and criteria.)

2. Training Objective Components

a. Short title and label. A TO label, which includes a numeric identifier, is a short
textual identifier, normally based on the overarching functional area/joint function covered
by the STs within the TO (e.g., “TO#3 - Force Protection”, “TO#4 - Sustainment
Operations”, etc.).

b. Task statement. The task is a cross-functional procedure, normally consisting of

1 – 3 sentences highlighting the overarching theme and tasks of the TO. To achieve the
task, the TA will normally have to achieve several STs, consisting of sub-tasks, processes,
procedures, products, and interactions. Tasks should normally include an operational verb
expressed at the active form. For example: “Establish and manage the Joint Targeting
process, including Time Sensitive Targets.” It should not contain training verbs such
as “train, improve, practice, etc.”.

(1) The task may be derived directly from TA PTR.

(2) The tasks are proposed by TA and agreed as training priorities by

OSE/OCE/TA/ODE and form the basis for the development of the remainder of the
TO (STs, Conditions, Standards). Any other task recommended by TA but not
agreed as a priority by OCE/ODE may form the basis for STs within the TO.

(3) TOs do not limit the training scope but focus the training on specific areas.
When a task is too large and/or generic, the focus is lost and the TO is only "globally
and vaguely" trained.

c. TO scripter. TO scripter who is responsible for the specifics of the TO.

d. Proposing branch. Division/Branch having the responsibility to lead the cross-

functional development of the TO (e.g. JFCBS J4).

e. Scripter priority. Prioritized from 1 to x. Different TOs normally should not have
the same priority.

f. Main Capability Area. Select the NATO MCAs (Prepare, Project, Engage, C3,
Sustain, Protect, Inform) select to which the TO task is related. This relationship is usually
established within PTA PTR.

g. Player. TA Divisions/Branches involved in the staff process (e.g. JTF LEGAD, JOC,
JENG, J9, J5, J35, CG, STRATCOM, POLAD, etc.).
J-3-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

h. Training block. Normally, TOs (or STs) are attached to a singular training block
because training conditions will be specific to each. When a Task is intended to be trained
across several CT&E events or several training blocks within one event, it should be broken
into several TOs/STs (per event/block). Training block choices during TO development
are: “A – Academics”, “B – BST”, “C – CRP”, “D – DEPLOYEX”, or “E – EMPLOYEX”. For
CAX/CPX, normally the majority of TOs/STs are trained during blocks C and E.

i. Need for training. A short statement that answers the question: Why the task was
selected as a training priority? Tasks that are listed in PTA PTR usually have high priority.
Other tasks may also be advised by OCE/ODE based on the Lessons from previous similar
exercises. The task may also be a training priority specified in SGE for this kind of HQ or
for that particular year.

Example: “Targeting is a key process identified in RRC-FR Training Plan. It needs

constant education and training especially now because the JTF HQ will have to
command and control a multinational force hence will be responsible for full
Spectrum targeting at the operational level. Above all, Targeting is a capability area
selected for the exercise by SACEUR in SGEXX. It will be evaluated by SHAPE
PLANS J7.”

j. Supporting Tasks (ST) - Content. Any related tasks that support the achievement
of the primary TO should be identified. STs form the primary content of TOs and are the
most observable aspects of TO achievement, as they describe in detail, the specific and
tangible tasks, processes, procedures, products and other inputs/outputs which the TA(s)
will train during the given exercise. STs should be written for non-specialists to understand
the desired/required task to be completed. STs describe the procedure to fulfil the task in
the frame of the exercise: Who (HQ Division/Branches and external actors) is doing What
(tasks starting with an active verb) with Whom (HQ Division/Branches and external actors)
and When (within/outside training period). This is based on AFS Volumes (standards &
evaluation criteria) and TA’s SOP/SOI usually deriving from an Allied Joint Publication
(AJP).

ST examples:

(1) JOPG determines the effects necessary to achieve the commander's objectives and
directives (during CRP, 10-15 November).

(2) Command Group provides the Information Activities Coordination Board /Joint
Targeting Coordination Board (IACB/JTCB) with appropriate Targeting Guidance.

(3) J2 develops High Value Targets (HVTL) and High Pay-Off Targets (HPTL) with JFiT
and J35.

(4) JFiT provide, develop, manage and maintain target folders using the Joint Targeting
System (JTS) with SHAPE, J2, STRATCOM, LEGAD, POLAD).

(5) J2 Provides Battle Damage Assessment (BDA) to inform Operations Assessment

(OPSA) and the Commander’s Decision Making process.

J-3-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

k. STs – Form. STs are listed and numbered. The involved TA Division/Branches
should correspond to the ‘players’ selected in the TO label. Similarly, external actors
mentioned in STs should be reflected in condition C1 (RCs, including HICON, GYC, etc.).
STs may be divided into sub-tasks to organize and differentiate families of tasks (e.g. multi-
task processes). Abbreviations should be spelled out completely on first usage. STs
occurring outside the actual training block may be mentioned for information but will be
followed by a note.

l. SMART STs. Ensure STs are SMART

(1) Specific: Target a specific area for improvement.

(2) Measurable: Quality or at least suggest an indicator of progress.

(3) Achievable: State what results can realistically be achieved, given available
resources.

(4) Relevant: Include what is important to the FE/HQ.

(5) Time related: Specify when the result(s) can be achieved.

m. Conditions. This paragraph highlights the conditions required to effectively

accomplish the training objective.

(1) C1 - Response Cells (Workforce and Preparation). Identify how many

people, at what rank/experience level and what specific expertise are required in:
RCs (including HICON, LOCON, Side Control (SIDECON), GYC). These lists
should be transcribed in the EXCON workforce document. It is also, where the
capabilities of the RCs (and their preparation requirements) should be described.
The RC condition is not meant to replicate the entire environment/staffing of a full
HQ/unit on a real operation, but rather replicate the key staff/functional areas and
C2 of that HQ/unit. In a resource-constrained environment, a limited number of
specific requirements (i.e., staff officers) has a greater chance to be filled than a
large and vague amount of requirements.

(2) C2 - CP Reinforcement (Workforce and Preparation)

(a) Form. Identify any preparation required and the list of personnel that
the Division/Branch should receive for the exercise (Ideally including: Rank
+ Function + Expertise + Preparation + Expected Provider). This list will be
integrated in the TA workforce document. A precise and justified request has
greater chance to be satisfied than a vague one.

(b) Content. TA preparation (orders, training) and TA workforce

augmentation necessary to achieve the TO. This reinforcement must be
founded by the PE and/or the SOP corresponding to the TO. TO Scripters
should not hesitate to justify their needs. Reinforcements are generally
requested to other Divisions/Branches, Reserve Officers, or officers from
Sister HQs received in the frame of Mutual Training Support. The CP
reinforcement condition is meant to fill critical gaps the key staff/functional

J-3-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

areas and C2 of the TA HQ/unit. In a resource-constrained environment, a

limited number of specific requirements (i.e. staff officers) has a greater
chance to be filled than a large and vague amount of requirements.

Example: FRA Land Forces Command to provide: FTE0065 Target

Attack Weaponeering/FTE0095 Target Intel & point/Mensuration
SO/FTL0015 LCC Targeting Rep. All trained on JTS.

(3) C3-Trainer (Workforce and Preparation)

(a) Form. Identify SME(s) that the TA deems necessary (Rank +

Function + Expertise + Expected Provider) to support their functional staffs
in achievement of their TOs. If the TO is selected as PTO (Staff priority), this
trainer requirement will be integrated with the highest priority in the EXCON
workforce document. Ideally, each PTO will be observed (and the TA will be
advised/supported) by at least one dedicated trainer. For STOs, the trainer
requirement will normally not be included in the EXCON workforce
document, and the proposing TA Division/Branch will self-support its own
STO progression.

Example: 1 x Joint Targeting SME (JWC, JFCNP or JFCBS) OF-3/4.

(4) C4-Scenario and TA enabling products.

(a) Form. Document/product, order, or database that should be available

to the TA at a certain stage to facilitate the commencement of training blocks
and/or contribute to TO/ST achievement. This requirement will indicate the
areas of the setting to be developed in detail for the exercise-specific
scenario by the ODE scenario team. TA requests for ODE scenario
documentation do not TA or RC involvement in the scenario product
development and refinement. Most often, some expertise from the trained
Divisions/Branches within the TA(s) and/or RC(s) (e.g. HICON representing
SHAPE) may be required, and TA enabling products may come directly from
the TA (e.g. prior to STARTEX). Generic type of scenario and enabling
documents would include: Minutes of previous meetings, Explosive
Ordnance Disposal (EOD) database, Multi-National Detailed Deployment
Plan (MNDDP), maligned actors database, Joint Prioritised Target List
(JPTL), Joint Coordination Order (JCO), Crisis Situation Updates (CSU),
NATO Intelligence Fusion Centre (NIFC) reports, etc.

(b) Content. Detailed information that would normally be available to the

HQ to be able to run their processes (e.g., Comprehensive Understanding of
the Environment (CUOE)/CPOE, etc.). Requirements should cover the
entire six scenario modules: M1 - Geo-Strategic Situation; M2 - Theatre of
Operations Information; M3 - Strategic Initiation; M4 - Crisis Response
Planning Information; M5 - Force Activation and Deployment Information; M6
- Execution-STARTEX Information.

Examples:

J-3-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(1) Approximately 40 target folders should be approved prior to the

exercise in order to train the deliberate target process.

(2) Integrated database (IDB) with imagery.

(3) Biography of the main players (HN, OPFOR etc.) with a link
analysis IOT train the dynamic targeting process during the exercise.

(4) PTA upload target folders on their systems NLT DD MMM YYYY.

(5) C5-Expected MEL/MIL outcome

(a) Form. The TA explains its training expectations or the desired

outputs/outcomes for each TO/ST, in the context of the exercise
content/script (e.g. which type of incident is required to encourage the staff
to take a specific action, must it be repeated, if so how often?). The first
priority is to describe the type and number of products that the CP would be
able and willing to handle during X days of exercise. Priority 2 is to give
examples of incidents that may be appropriate to encourage the staff doing
so. These indications will guide Chief MEL/MIL in developing incidents that
are consistent with the scenario and will trigger the expected MEL/MIL
outcome. Expected MEL/MIL outcome is the most important condition to fill
because it is linking TA's expectations to MEL/MIL and to trainer. Later, the
expected MEL/MIL outcome is linked to Incidents and observed by trainer.
TA involvement is crucial because only TA know what kind of challenge is
interesting and commensurate to their level of expertise.

(b) Content. Common MEL/MIL outcomes include: CP products such

as orders, meetings, contracts, coordination-synchronisation documents,
databases, OPFOR actions, RC/HICON/GYC inputs and interactions 78.

(c) The expected MEL/MIL outcome should be a clear staff product that
can be delivered and measured, rather than a vague/non-descript desire or
expectation.

Examples:

(1) 3 - 4 x dynamic targeting injects that allow exercising the

complete Dynamic Targeting process/Time Sensitive Targeting.

(2) 1 – 2 x cycles of targeting must result in a non-kinetic actions.

78 Often a high number of STs within TOs do not need specific exercise content (script) created, and therefore do not
need MEL/MIL conditions. These STs are normally associated with normal, TA-driven Battle Rhythm
activities/processes/products that will automatically be triggered by virtue of the fact that the exercise represents a
time period within an ongoing operation. MEL/MIL Scripting should therefore focus on only those STs that actually
require content scripted.
J-3-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(3) Targeting injects must be prepared with a variety of Collateral

Damage Estimation (CDE) levels.

(6) C6-C2IS

(a) Content. C2IS equipment plays a key role in certain processes and
needs to be designated in advance due to real life constraints/limitations (e.g.
VTC capabilities, specialised C2 shelters that need to be transported,
secured systems for Electromagnetic Warfare, equipment of Non-NATO or
Civilian elements, internet connection with large bandwidth). Additionally,
much of the FS may require training for CP and RC users and must be pre-
planned prior to the exercise execution (e.g. LOGFAS, TOPFAS, Joint
Tactical Chat (JCHAT), Allied Deployment and Movements System
(ADAMS), Functional Area Service for Dynamic and Time-sensitive
Targeting (FAST), Blue Force Tracking).

(b) Form. A list of C2IS equipment necessary to carry out the STs
comprising the TO(s). This includes CIS, FS, and tools (e.g., number and
type of equipment+ personnel to equip + training to be organised). This
equipment will be integrated in the CIS list of means and services to be
delivered during the exercise. C2IS condition should not be a list of standard
C2IS equipment available to the Division/Branch, but rather the specific
systems/services required to meet the TO(s).

Example. Simulation system in order to provide Mission Reports

(MISREPs) and Battle Damage Assessment (BDA) after the execution
of missions/fires.

(7) C7-CAX

(a) Content. A list of simulation system's requirements to facilitate the

TOs/STs, highlighting what the M&S should generate: Nature of operations,
type and effect of incidents, type of information that should be populated in
the M&S database so as to update the C2IS once simulation and C2IS are
synchronised. This enables CAX Planner to choose an appropriate
simulation system, to schedule the necessary technical-interoperability
developments, and to determine the required number of M&S operators.

(b) Form. Simulation systems does not only generate random incidents
and natural attrition. It assists limited RCs in conducting the framework
operations and reporting in a consistent and accurate manner (e.g.
PERSREP, LOGREP, OWNSITREP, ATO and Air Picture).

Example. Simulation system in order to provide MISREPs and BDA

after the execution of missions/fires.

(8) C7-LIVEX

(a) Form. List of LIVEX requirements to facilitate the TO.

J-3-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(b) Content.

1/ Details the type, size, tactics, C2 structure, and capabilities of

OPFOR elements.

2/ Describes the training environment necessary to meet the TO

(e.g. specific shooting range capabilities, use of ammunition or
simulation).

(c) LIVEX condition does not detail the overall LIVEX organisation (range
control, damage control) or OTs that are depicted in C3 condition.

Example. An OPFOR infantry unit able to conduct conventional

defensive actions at company level over 2 days and nights. The same
unit should be able to portray a civilian demonstration against
deployed NATO HQs for 1 day. The rest of the time, the unit should be
capable to conduct squad level harassment activities based on IED and
light ambushes along the camp inner road. OPFOR unit controlled by
OC organisation through HF radio and Liaison Element at OC staff
element. Equipment: Blank ammunition; national Desert type BDU; No
life simulation system.

(9) C8- Battle Rhythm (BR)

(a) Form. Details the meetings, working groups, boards, and/or reports
(on call or programmed) necessary to achieve the TO. These events and
reports will be integrated in the TA order (usually Annex CC: Battle Rhythm
and Reporting System). Some meetings chaired by external actors are also
necessary to meet the TO.

(b) Content. During an exercise, the BR is often very dense, due to the
compressed available training time, that the TA can easily be overstretched.
On the other hand, some TOs can only be achieved if certain BR events and
reports are executed. Thus, it is necessary to specify the unusual meetings
or reports to avoid that the operational and well-known meetings/reports
retain the only priority. The end state is that Director of Staff is able to
prioritise and schedule the meetings and reports along the X days exercise.
For example: CIED needs CIED Working Group sessions; Infrastructure
Projects need at least one meeting of the Operational Resource Boards.
trainer ensure that C8 requirements are set during the exercise.

(c) Battle Rhythm Condition is identifies the requirement not a suggested

schedule. However, the number of meetings and reports should not be
exaggerated and should be justified.

Example. TGT cycle is comprised of the IAWG, JTWG and the JTCB (if
necessary also the JCBWG and the JTCB). The frequency of the
working groups and boards must allow to feed the ATO cycle.

n. Standards
J-3-7
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(1) S1. Reference Documents. Reference documents provide a list of

doctrinal documentation (NATO, National, HQs specific) that provide the basis for
the Task and STs, and can be referred to by the TAs, MEL/MIL Scripters, and
trainer.

Examples:

(1) MC 0471 NATO Targeting Policy.

(2) AJP 3.0 Allied Joint Doctrine for Operations.

(3) AJP 3.9 Allied Joint Doctrine for Joint Targeting.

(4) AJP 3.9.2 Land Targeting.

(5) AD 80-70 Campaign Synchronization and Joint Targeting in ACO.

(6) AM 80-70 TTP to prosecute Time Sensitive Targets.

(7) JWC JTST Handbook.

(8) JTF HQ SOP 214 JFCBS.

(9) SOI 06.01.10 Targeting in JTF HQ.

(10) AFS Vol V - Joint Headquarters.

(11) AFS Vol IX - Evaluation of Joint Headquarters.

(2) S2. Criteria of Performance

(a) Form. The criteria of performance should enable the measurement

of TA performance in conducting the Task and STs. The criteria should be
objective, clear and concise.

(b) Content. Performance criteria are primarily found in the ACO FS (Vol.
VI, TACEVAL / Vol. VII, CREVAL / Vol. VIII, MAREVAL / Vol IX, JOINTEVAL
/Vol. XI, SOFEVAL / Vol. XII, SANEVAL / Vol XIII STRATEVAL). When they
do not exist, they will be proposed by the TA and validated by the trainer.

Examples:

(1) Dynamic targeting, including time sensitive targets (TST), is

coordinated and synchronized (between components, with deliberate
targeting).

(2) Intermediate level Target Material is exchanged between joint

task force (JTF), SHAPE and NIFC and/or the NATO Centralised
Targeting Capacity (CTC), enabling the use of Stand Off Precision
Guided Munitions (SPGM) and other targeting activity.

J-3-8
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(3) Plans are in place to prevent and mitigate the effects of civilian
casualty (CIVCAS) and Collateral Damage in general.

J-3-9
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

This page is intentionally left blank

J-3-10
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ANNEX K TO
Bi-SCD 075-003
DATED 01 SEP 23

PLANNING CONFERENCES AND PREPARATORY MEETINGS

1. Introduction. This annex is a guide to prepare and conduct the planning conferences and
preparatory meetings during Stage 2. These are, among others, the IPC and the MPC, as well
as the FCC and preparatory EGMs.

2. Purpose and Audience of Conferences and Meetings. The recommended content of

IPC, MPC and FCC are listed inter alia at Annex E (Stage 2), but to summarise the intent of each
event:

a. Initial Planning Conference. IPC ideally aims at assessing requirements.

Determination/confirmation of participation to the exercise is a critical topic, even more for
LIVEX and tactical level exercises.

b. Main Planning Conference. MPC ideally enables to confirm requirements and

finalise inputs to the EXPLAN.

c. Final Coordination Conference. FCC aims at accomplishing final coordination

activities required for the execution of Stage 3 (Conduct) training blocks D (DEPLOYEX)
and E (EMPLOYEX). Theoretically, new issues should be limited to the minimum and FCC
is there to close cases rather than opening any.

d. Exercise Group Meetings. IPC, MPC and FCC should be preceded and prepared
by a dedicated EGM.

e. Audience for IPC and MPC. IPC and MPC audience must be as large as possible
with representatives from all NATO and National commands comprising TAs, HNs,
supporting centres and agencies. Other HQs and entities, which are about to be involved
in the exercise, such as participating in TA (PTA/STA) and/or EXCON with personnel
reinforcement, are to be included.

f. Audience for FCC. FCC participation should be limited to participants required to

resolve outstanding issues and to complete products for training blocks D and E.

g. Audience for EGM. Participants to EGMs preparatory to IPC, MPC or FCC, should
be limited to main OPRs and SMEs dealing with identified outstanding topics.

3. Organisation

a. Overall Considerations. All planning meetings are organised and conducted by

the OCE OPR. Before the meeting/conference, the OCE OPR must:

(1) Determine the agenda and requirements for syndicates (room allocation,
chair, participants, topics, expected outcomes).

K-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(2) Prepare administrative arrangements (see checklist below). Issue the calling
message including draft agenda, syndicate requirements and administrative and
coordinating instructions.

(3) Make sure participants have access to the key exercise documents to
prepare the meeting.

(4) Convene the event.

(5) On completion, they determines/issues minutes, decisions, issues and way

ahead.

b. Administrative Arrangements. Administrative arrangements 79 include, but are

not limited to:

(1) (Pre) Book accommodation based on anticipated number of out-of-area

participants.

(2) Establish local transport arrangements.

(3) Obtain sufficient conference and syndicate working space allocations.

(4) Consider force protection and security requirements.

(5) Prepare required reference material, routine office supply, maps, charts,
white boards, etc., for use by syndicates.

(6) Provide workstations and associated video projectors.

(7) Arrange safekeeping of classified material.

(8) Arrange preparation of classified material for dispatch/carriage to parent

authorities.

(9) Prepare listing of participants.

(10) Arrange security passes.

(11) Arrange NATO SECRET WAN user accounts if locally available.

(12) Arrange access to unclassified e-mails.

(13) Prepare information folders (participant’s list, accommodation list, security

regulation reminders, contact numbers, emergency numbers, transport timetable,
messing information, receipt note, etc.).

(14) Prepare seating plan for plenary.

79Pending the RLS capabilities of the entities hosting the event, not all listed arrangements can be provided, but may
be considered by OCE RLS staff iccw. OCE OPR.
K-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(15) Arrange refreshments and messing.

(16) Coordinate with hosting commander and OCE (or their representatives)
about welcoming/opening remarks.

4. Considerations on the Event’s Location. There is no absolute rule for the selection of
meetings/conferences locations. It might be at the OCE/ODE or a supporting entity80 HQ/facility,
at a TA HQ, or at an exercise location. The parameters to take into account are (but not limited
to):

a. Travel and Per Diem Costs. Selecting different places for different events may
enable to share the burden all along the EP. Conversely, keeping the same location
enables a certain continuity and eases the administrative preparation.

b. Access. Access to the event facility for all participants.

c. Technical Support and Facilities. Facilities offered by the location in terms of

accommodation, working space (for plenary and syndicate sessions), technical support
(including access to networks).

d. StratCom Considerations. Eventual need to highlight the interest of NATO for a

particular place or Nation 81.

5. Agenda. IPC, MPC and FCC are divided into three parts:

a. Plenary. Time for presentations in plenary to update the audience and make sure
participants have a shared view on the challenges of the conference.

b. Syndicate Work. Time dedicated to syndicate work. This part is the core of the
conferences.

c. Back Brief. Though syndicate work should be given priority, it is paramount to

organise several back-brief slots to favour exchanges between syndicate leaders and
collect data for the minutes. Asking syndicate leaders to do their last back-brief in
accordance with the minutes’ template, enables a rapid checking in plenary of the overall
consistency and ease the OCE OPR’s work.

d. Example of Generic Agenda. A generic agenda could be:

(1) First day:

(a) Welcoming/Opening remarks.

(b) Administrative remarks.

(c) Presentation of the agenda.

80 Supporting entities could be NCS/NFS or nations/partner nations training centres, such as Joint Warfare Centre or
Joint Force Training Centre or else training facilities.
81 Pending on the exercise aims related to StratCom considerations for the specific exercise.

K-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(d) Update briefings in plenary (OSE, OCE, ODE, DIREVAL, TA,

supporting HQs updates, including planning milestones and connected
exercises).

(e) Guidance for syndicate work.

(f) Syndicate work (time permitting).

(2) Next day(s):

(a) Syndicate work.

(b) Back brief by syndicate leaders to the steering syndicate.

(3) Last day:

(a) Syndicate work.

(b) Minutes review in plenary.

e. Preparatory Exercise Group Meeting. The detailed agenda and syndicate

requirements must be developed/refined during a dedicated EGM. Subsequently the
agenda of such EGM must enable to:

(1) Review existing documents, including outcomes of previous

meetings/conferences and current Action Items’ List.

(2) Update the exercise milestone-planning schedule.

(3) Update the EXPLAN development.

(4) Prepare next EP event (IPC/MPC/FCC): agenda, list of syndicates,

syndicates’ requirements.

(5) A Syndicate session may be necessary during EGM but is not compulsory.

6. Syndicate Composition. The list of syndicates should be based on the EXPLAN annexes
(see Annex M to Bi-SCD 075-003 for guidance and deliverables templates) and depends on the
exercise training progression (selection/arrangement/composition of training blocks). A good
balance must be found in the overall number of syndicates to enable coordination (easier with a
limited number of syndicates) and comprehensive discussions (easier with many specific
syndicates). A convenient solution is to organise a limited number of syndicates during a first
period and split them into sub-syndicates for the rest of the conference.

a. Tentative Syndicates for IPC/MPC. Example of a possible list of syndicates for

IPC/MPC of a CPX:

(1) Steering.

(2) Operations.

K-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(3) Communication and Information Systems & Information Management (2 to 3

sub-syndicates).

(4) Staffing (TA and EXCON).

(5) Scenario.

(6) Computer Assisted Exercise.

(7) Real Life Support/Host Nation Support.

(8) Evaluation, Analysis, and Reporting.

(9) Strategic Communications/Engagement/Protocol 82.

(10) Logistic/Joint Logistics Support Group.

(11) Intelligence.

b. Steering Syndicate. In the steering syndicate, main OPRs deal with all overarching
issues and inter-syndicate coordination.

c. Syndicates for FCC. For the FCC, the list of syndicates must be limited to
outstanding issues.

7. LIVE Exercise Specifics. For a LIVEX, specific syndicates and sub-syndicates dealing
with topics related to EXPLAN Annexes for LIVEX issues must be added.

82 This syndicate will deal inter alia with considerations and planning for distinguished visitor, visitor or media day(s).
K-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

K-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ANNEX L TO
Bi-SCD 075-003
DATED 01 SEP 23

LIVE EXERCISES

1. Introduction. The purpose of this annex is to provide an overview of exercise planning

activities required for the development of a LIVEX in comparison with the EP dedicated to a
CAX/CPX development. Regarding the exercise process itself, the procedure should be applied
to both, but the LIVEX development will require a different approach with supplementary activities.
As we develop a CAX/CPX from the top to the bottom (strategic towards tactical), the LIVEX
requires a bottom up approach. EOs will focus on tactical achievements before covering strategic
and operational goals, with the focal point becoming the tactical play. In the development of a
LIVEX, the location, the period of the execution, the capacities and the capabilities matter. Force,
capacity and capability generation is paramount and have to be scalable.

2. How to build a LIVEX

Figure L-1 – CPX versus LIVEX approach

a. Depending on what we want to demonstrate/train (capacities, capabilities) and the

training area(s) availability, and restrictions that may apply, we can determine the starting
point to further develop the LIVEX. For a CPX, the period and location for execution
matters less; however, it is a real concern in the LIVEX i.e. you do not execute winter
training in the south of Italy in July.

b. Now that we know what we want to train/demonstrate, the next step will be the
development of the Scheme of Manoeuvre (SoM). The SoM will be developed during EP

L-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Stage 1 after a collaboration between the OSE and OCE. This will depict all activities in
time, space and resources in order to define the requirements for all stakeholders to
develop and execute the LIVEX. All those requirements will be included in a single
document, to be the Statement of Requirement (SOR). The SOR is not to be confused
with the logistic document. This is an exhaustive list of resources for the execution of the
LIVEX. This document will be presented together with the SoM.

c. The SoM and the SOR will drive the orders development. Indeed as we are bound
to training area and HN regulations, the impact on the orders is substantial. We talk about
reverse engineering. There we can understand that the focal point is mainly tactical.

d. The existing or permanent orders will have to be revisited and fit for purpose, taking
into account the constraints and restraints of the environment around the LIVEX. The
LIVEX may be mixed with real and simulated data but this is not recommended. This could
lead to confusion and may cause significant or even fatal real life issues. The difference
between reality and simulation must be clearly notified to all participants and stakeholders.

3. Scheme of Manoeuvre

a. The SoM will depict, as in an operation order:

(1) The overall manoeuvre scheme.

(2) The tempo.

(3) The forces’ strengths and capabilities deployed.

(4) The locations where the manoeuvre will be executed.

b. The SoM will be the baseline to develop the exercise, the plans, the orders and the
SOR to achieve the final goal of the LIVEX. It will also help with the force, capacity and
capability generation. The SoM will undergo an evolution during EP Stage 2 to come up
with a refined and highly detailed document; however, the first draft should be included in
the EXSPEC. Figures L-2 and L-3 depict two SoM examples.

L-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure L-2 – Scheme of Maneuver – NATO and national linked LIVEX (1)

Figure L-3 – Scheme of Maneuver – NATO and national linked LIVEX (2)

L-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

4. Pre-requisites. Once the OSE has taken the decision to develop and execute a LIVEX,
some activities need to be conducted before starting the EP.

a. The nomination of a HN is crucial and will drive the content of the execution of the
LIVEX (winter training, river crossing, counter terrorism, etc.). The HN is delivering the
real life support that has been agreed through a MOU, a TA and later, detailed in a SOR
(during EP Stage 2 once the SoM has been developed). SHAPE FINAC and Office of
Legal Affairs lead on the development of MOU and TA.

b. The early engagement with troop-contributing nations (TCNs) allows the matching
of exercise objectives for all organizations (NCS and Nations). TCNs may also bring
additional capacities/capabilities to fit the aim of the exercise.

c. The training value requirement may call for different exercises to be linked together,
particularly national exercises to NATO exercises. This will provide extra training
opportunities. We could then end a DEPLOYEX with another LIVEX that could allow the
EMPLOYEX to increase the value of the outcomes. This would be an exercise training
progression including a sequence of training block D (DEPLOYEX) and training block E
(EMPLOYEX) activities.

d. If the formal linkage between different LIVEXs are required, then an early
stakeholders’ engagement is necessary to align all activities in time and space. The
sharing of responsibilities must also be set in the agenda. The NATO Exercise Programme
Alignment Conference (NEPAC), MTEP and Combined Training Conference (CTC) are
good venues for coordination and early planning.

e. The formal linking request must be represented by a National letter addressed to

SHAPE DCOS PLANS in accordance with the requirements laid down in References A
and Z.

5. OSE, OCE and ODE roles. Whilst the roles of OSE and OCE are clear, the role of ODE
may be subject to some confusion. For a CAX/CPX, a fit for purpose organization will endorse
the role of ODE and lead the development of the scenario, MEL/MIL, BST, etc. For NATO
exercises, JWC and JFTC are fulfilling that responsibility. However, when it comes to a LIVEX,
the ODE role will fall back on the component commands that own the most demanding part of the
LIVEX. If we opt for a joint LIVEX, the ODE duty will be endorsed by the OCE.

6. Exercise Process timeline. The EP timeline of a LIVEX requires different milestones in

comparison to a CAX/CPX. As costs in this case lie where they fall, we need to allow enough
time for the TCNs to allocate the appropriate resources for LIVEX completion. Nations’ budget
allocations usually takes place two years before an execution year. Therefore, the LIVEX tailored
EXSPEC have to be published well ahead of the budget allocation.

a. Site Surveys (SiSu) should also be included in the OSE/OCE Guidance (to include
the TOR) and should be ideally conducted in the same season as the conduct of the
deployment and employment training blocks (D-block DEPLOYEX and E-block
EMPLOYEX).

7. Additional Meetings. More coordination will also be required to fully develop real life
support, environmental factors, the OPFOR, the DV Day and budgetary matters. We could then
L-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

go up to five EGMs and other ad-hoc meetings during Stage 2. See Figures L-4-1 to L-4-4 at
Appendix 2 to this annex.

a. The EP timeline starts at minimum two and a half years before exercise execution.

b. SiSu will be, to the maximum extent, executed one year before execution, in the
same season so that the potential impact of weather can be evaluated.

c. EXSPEC should ideally be published before the summer recess, two years before
the execution year, allowing TCNs to have all necessary inputs to start their national
processes to acquire necessary resources.

8. NATO High Profile LIVEX including national linked LIVEX

That kind of exercise requires some adaptation of the EP.

a. The milestones have to be adapted. The IPC has to be planned ahead of all national
IPC in order to give D&G to the nations on the way ahead to conduct the exercises or to
allow nations to assess if they intent to participate. On the opposite, the MPC must be
organized after all national MPC in order to receive all accurate inputs to fulfil the MPC
requirement but in between some coordination meetings as EG will be necessary to drive
the exercise and to keep it on track. The FCC timeframe can be planned ahead as the
main LIVEX does not require a deep fine tuning.

b. The level of the linking of the exercises must be defined as early as possible from a
single StratCom linkage to a full integration of the exercises going through a medium stage
where areas will be defined in advance between the different actors (see Figure L-4).

Figure L-4 – Level of linkage vs exercise maturity

c. The TOWS as such has to be replaced by a Training Requirement Synchronization

Workshop (TRS WS) that aims to synchronize all TO but also all CONOPS and SoM to
L-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

insure the coherence of the overall scenario of the LIVEX. That event will be organized
after all national IPC when nations have a clearer view on their exercises.

d. A table of expectations from the different national linked exercises is also to be

consolidated early in Stage 2. That table will define the level of linking, the products to be
delivered by higher command (see example in Figure L-5).

Figure L-5 – Table of expectation level

9. LIVEX Orders Development

The cascade of orders, from strategic to tactical level, has to meet the training requirements of
the TA on the field but must also to be coherent with the OPLAN of the strategic and operational
level. This implies that the approach to develop the orders at each level will be influenced by the
constrains and restrains of the tactical maneuver in a training area from one side and will be
influenced by the general concept developed at strategic and operational level on the other side.
Figure L-5 shows the dilemma influencing that orders development.

a. The LIVEX constraints and restrains are framing the OPORD of the TA.

b. The OPLAN, the CONOP is leading to a JCO.

c. The JCO makes the junction between the ACTORD/SCOs and the OPORDs. The
JCO has to be wide enough to allow the tactical maneuver in the chosen training area but
must remain in line with the strategic and operational overall intent.
L-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure L-6 – Orders development methodology

10. EXCON, HICON Considerations

a. The LIVEX does not require an EXCON neither a HICON format as defined in the
CAX/CPX concept. Indeed, the injects will be delivered by targets on the firing range or
by effective OPFOR presence on the field. The tasks of the Exercise Synchronization Cell
(EXSYNC) are then not about to drive a MEL/MIL but are more to synchronize the different
parts of the LIVEX, monitoring the TA maneuver and driving the OPFOR to reach the
training objectives.

b. The EXSYNC may have different roles depending on the EXSYNC director level of
ambition that can go from a single monitoring of the LIVEX up to driving the LIVEX going
through response cell to enable the LIVEX execution. That level of ambition will have a
direct impact on the composition of the EXSYNC (see Figure L-7).

L-7
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure L-7 – EXSYNC involvement level

11. Arms Control

a. Introduction. For a LIVEX, Conventional Arms Control (CAC) regulations have an

impact, as capabilities will be deployed. CAC regulations do not apply to maritime
deployments as long as the personnel remains at sea. Allied Nations are politically and
legally bound to respect the CAC agreements as ratified. NATO, in spite of not being a
signatory of any CAC agreement, will act as a coordinator to ensure transparency, enhance
confidence and strengthen security directly through strategic communications. NATO’s
transparent posture will take careful consideration during all EP stages on any CAC
obligation stemming from the CAC agreements, the TCNs and HNs have ratified.
Obligations regarding the Treaty on Conventional Armed Forces in Europe (CFE)
(Reference AA) and the Vienna Document (VDOC) 2011 83 (Reference BB) are dependent
on the location and resources allocated to the exercise; as such, this issue will be taken
into account and confirmed during future planning stages and further developed in the
EXPLAN.

b. Conventional Arms Control responsibilities

(1) OSE

(a) Advise the OCE and ODEs to incorporate all CAC related issues for
this exercise.

(b) Establish and lead the CAC Coordination Cell during Stage 1 of the
EP.

(2) OCE

83 The VDOC 2011 is a “living” instrument, with updates published every five years.
L-8
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(a) Assist national verification agencies to plan, develop, and coordinate

all CAC related issues for this exercise, including a dedicated annex to the
EXPLAN on CAC.

(b) Establish and lead the CAC Coordination Cell starting from Stage 2 of
the EP.

(c) Explore CAC implications in each EP meeting; develop an annex to

EXPLAN on CAC to the planning documents produced for the exercise.

(d) Establish a system for Treaty Limited Equipment (TLE) in order to

verify early possible changes to national CFE maximum levels of
holding/thresholds, and in order for verification agencies to access necessary
TLE quotas, and to correctly send out CFE notification regarding TLE
temporary deployments.

(e) Liaison with national verification agencies for coordination with TCN’s
formations and sub-units in order to ensure compliance of VD 11 during
observation and inspections visit.

(3) Host Nations. Through national verification agencies, coordinate CAC

issues and comply with CAC obligations.

(4) Troop Contributing Nations. Report on TLE according to the CFE treaty,
number of troops involved and VDOC 2011 military equipment and establish POCs
to be contacted by the OCE and HNs, for CAC issues.

12. StratCom Engagement and Visibility of LIVEX. The LIVEX, unlike the CAX/CPX, is of
high visibility. Therefore, it is the ideal venue to have a DV Day with/without Media Day to
maximize its visibility. The best period to schedule a DV Day is early in the execution or at the
conclusion of the exercise. The DV Day should be limited in time; however, it requires substantial
preparation, with DVs being invited one year ahead of execution. It marks a pause in the exercise
execution tempo and is resources consuming. To keep the coherence in the StratCom
messaging, the OSE must deliver the StratCom guidance as early as possible to allow all
stakeholders to develop their StratCom related products.

13. Site Survey. SiSu in the development of a LIVEX are essential. A SiSu will be conducted
for each location to be used. The first SiSu will focus on the training area and the HN(s)
characteristics. The more we are moving towards the execution the better we will identify the
SiSu content and participants. The final SiSu should be much more granular and at the tactical
level involving tactical commanders.

a. Site Survey Main Concerns. SiSu main concerns are listed below. This is
certainly not an exhaustive list and needs to be fit for purpose depending on the exercise
level and construct. SiSu concerns should be:

(1) Roads, Airport of Debarkation (APOD), Seaport of Debarkation (SPOD)

capacity vs deployed capabilities.

(2) Rail, roads, airfield, harbour infrastructure capacity.

L-9
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(3) Facilities to support participants.

(4) Live firing ranges vs calibre and weapon type.

(5) Characteristics of firing ranges and safety.

(6) Availability of the ranges (time and space).

(7) Climate restrictions.

(8) HN restrictions towards tactical activities (night flights, environmental

regulation, noise limitation, fuel, hazards etc.).

(9) Medical care installations vs TCN’s requirements.

14. Exercise Linking. The procedures to link national exercises to a NATO exercise are
described at References A and Z. Nevertheless, the overall OCE have the possibility to
collaborate with the national OCE. The level of collaboration (from coordination up to replace)
has to be agreed during Stage 1 and will be notified in the EXSPEC.

15. Communication and Information Systems. The LIVEX requires numerous CIS assets
going from strategic to tactical. The interoperability is the key here. That is why the Information
Exchange Requirement workshop (IER WS) is to be planned by the OCE early in the Stage 2 not
later than the IPC. The IER and the SoM will drive the CIS requirements. The earlier the better
to allow the CIS community to allocate the resources. Indeed a LIVEX needs more deployable
CIS assets then a CAX/CPX. The interoperability requirements will also require additional
deployable systems. CIS represents the backbone of exercise’s C2 diagram.

16. Experimentation. Considering the fact that a regular type of exercise (i.e. CAX/CPX) will
address more likely the NCS HQs, as a rule of thumb, the LIVEXs should be focused more on the
tactical level experimentation. This is the base ground where the tactical level Tactics,
Techniques and Procedures (TTPs) can be easily assessed by their effects and allow to adapt or
to correct in order to improve them. A close coordination must be followed with the nominated
structures from HQ SACT and JALLC to record and disseminate all these results.

APPENDICES:

1. Local Operations Control Terms of Reference – Template

2. Live Exercise illustrative Exercise Process timelines

L-10
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 1 TO
ANNEX L TO
Bi-SCD 075-003
DATED 01 SEP 23

LOCAL OPERATIONS CONTROL TERMS OF REFERENCE - TEMPLATE

1. For execution of a LIVEX, the EXDIR will require the needed means to monitor, direct and
coordinate with the umpire organisation as well as with the live forces. There will normally be an
exchange of liaisons between the EXCON, the umpire organisation and the commanders of the
live forces. This appendix provides a template for establishing a Local Operations Control
Response Cell (LOPSCON RC) to carry out the LIVEX roles and responsibilities. The EXPLAN
should lay down the agreed procedures and responsibilities. Standard roles and responsibilities
are outlined in the following paragraphs 84.

a. Command Relations

(1) The LOPSCON, commanded by their Director (LOPSCONDIR), is directly

subordinate to the EXCON and is to report directly to the EXDIR.

(2) The LOPSCON is supported by the umpire organisation and the EXCON
representatives at (the live forces commanders). The Chief Umpire is directly
responsible to LOPSCONDIR.

b. Roles

(1) To monitor, direct and coordinate exercise play on the tactical level in the
Area of Operations (AOO).

(2) To act as liaison for EXCON.

(3) To inform, report and advise EXCON on matters relating to the exercise.

(4) To inject EXCON control messages as directed.

c. Responsibilities

(1) Exercise national responsibilities as directed by National Commander.

(2) Advise the EXCON on the course of the exercise conduct and offering
recommendations to the EXCON in order to achieve the EA and EOs.

(3) Coordination of injection of incidents as directed.

(4) Establish frequent communication exchange via VTC or other means, as

required, with EXDIR, EXCON, the umpire organisation, and respective HQs.

(5) Responsible for handling all exercise related message traffic and other
correspondence. Ensure appropriate action is taken in a timely manner.

84 More detailed information, including examples of general job descriptions, can be found at Reference CC.
L-1-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(6) Responsible for planning of future actions in accordance with EXCON

direction.

(7) Issue transportation orders to STARTEX positions and from ENDEX to

redeployment.

(8) Issue routine Hazardous Weather Warnings twice a day and Special
Warnings, if the situation so requires.

(9) Issue/direct “out of bounds areas” due to expected weather conditions, to

prevent dangerous situations.

L-1-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 2 TO
ANNEX L TO
Bi-SCD 075-003
DATED 01 SEP 23

LIVE EXERCISE ILLUSTRATIVE EXERCISE PROCESS TIMELINES

Figure L-4-1 – Illustrative EP timeline for LIVEX

L-2-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure L-4-2 – Illustrative Sequence of LIVEX Stages 0 and 1 activities and deliverables.

L-2-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure L-4-3 – Illustrative Sequence of LIVEX Stages 2 and 3 activities and deliverables.

L-2-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure L-4-4 – Illustrative Sequence of LIVEX Stages 2 and 3 activities and deliverables (continued).

L-2-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ANNEX M TO
Bi-SCD 075-003
DATED 01 SEP 23

EXERCISE PROCESS GUIDANCE AND DELIVERABLE TEMPLATES

1. This annex provides templates for EP Stage 0 to 3 major exercise process deliverables,
where OSE, OCE/ODE and TA are responsible to generate and/or staff the below listed products.

2. Each stage has an initiating document, a conference to consolidate the main products and
a Commanders level meeting to validate the EP stages deliverables.

3. The initiating documents for Stage 1 and 2, namely the OSE and OCE Guidance (for the
Exercise Process), are based on a common layout/template for ease use and straightforwardness
without duplication, but evolution of the contents. OSE and OCE Guidance document templates
contain a main body and annexes depicting the model/methodology for the specific exercise’s EP
development and individual annexes providing D&G for the conduct of the exercise’s EP stages
1 to 3. OSE guidance will address exercise stages 1 to 3, providing details on Stage 1, but only
initial information on stages 2 and 3. As the OCE Guidance concentrates on EP stages 2 and 3,
it will not contain an annex specifically on Stage 1. Updates since OSE Guidance release (such
as on exercise stakeholders, roles and responsibilities, timelines) will be promulgated via Stage
1 deliverables (Action List, Records of Decision, EXSPEC) and included in the OCE Guidance as
necessary to direct the Exercise Preparation Bodies on performing Stage 2 and Stage 3 tasks.
Henceforth the OCE Guidance will not contain the annex depicting Stage 1 routine. In the event
that there is no change to a previous document, simply insert “no change to
EXINT/EXSPEC/EXPLAN”.

4. Stage 0 to Stage 2 deliverable (EXINT, EXSPEC and EXPLAN) are using a unified, three
tear template for continuing update from initiating via specification to planning results. This
template consists of a Commanders level Cover page/promulgation letter, a key leader fact sheet
and a staff level, detailed document. Specifically the staff level detailed document and its annexes
provides the flexibility to be tailored by exercise OPRs/the EG to be developed to fit the exercise
requirements. It is appreciated to work and “play” with the annexes. Based on OPRs and Bi-
SCD 075-003 users’ feedback from practical work with this EXINT/EXSPEC/EXPLAN and Staff
Officer/SME level annexes, they may be revised/updated when necessary to provide up-to-date
guidance/best practice within Bi-SCD 075-003 lifecycle. Most recent templates will be provided
at SHAPE Exercise portal as required.

5. Figure M-1 depicts the harmonised and simplified EP stages summary of initiating
documents and conferences to consolidate and validate the deliverables and how this is linked to
one unified template that fits all exercise preparation stages (0 to 2).

6. Figure M-2 depicts the evolution of EP methodology guiding documents (see paragraph 3
above) and EP deliverables (see paragraph 4 above) from Stage 0 to Stage 3.

M-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure M-1 – EP stages summary and link to unified EXINT, EXSPEC, EXPLAN template

M-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure M-2 – Evolution of EP methodology and deliverables from Stage 0 to Stage 3

M-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

7. The following templates are included as appendices to this annex.

APPENDICES:

1. Officer Scheduling the Exercise-/Officer Conducting the Exercise Guidance -

Template 85

2. Exercise Initiation/ -Specifications/ -Plan - Template

3. Exercise Initiation/ -Specifications/ -Plan - List of Annexes

4. Pre-STARTEX Synchronization Matrix - Template

5. Local Exercise Orders - Template

6. First Impression Report (FIR) - Template

7. Exercise Report - Template

8. Capability Integration Report – Template

85 Includes Exercise Preparation Bodies - Terms of Reference (ToR)

M-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 1 TO
ANNEX M TO
Bi-SCD 075-003
DATED 01 SEP 23

OFFICER SCHEDULING THE EXERCISE-/OFFICER CONDUCTING THE EXERCISE

GUIDANCE – TEMPLATE.

1. General remarks and explanations concerning to the template.

a. The OSE leads Stage 0 and Stage 1 of the EP, supported by the EB and EG, of
which the EG is formed by the OPRs from OSE, OCE, TA, ODE (if an ODE is designated)
and other supporting HQ/agencies/entities as appropriate, as well as subject matter
experts (SME) from the staffs.

b. The OCE leads Stage 2 and Stage 3 of the EP, supported by the EB and EG, of
which the EG is formed by the OPRs from OSE, OCE, TA, ODE (if an ODE is designated)
and other supporting HQ/agencies/entities as appropriate, as well as SMEs from the staffs.

c. The EB comprises at each stage the OPRs from OSE, OCE, ODE (if an ODE was
appointed), and major involved stakeholder OPRs, as well as major TA OPRs, such as
from PTA and key STAs.

d. In case OSE is not involved in the exercise as a TA, OSE will normally delegate as
well SG responsibilities to OCE for Stages 2 & 3.

e. With switching from OSE to OCE in the leading role in the EP, with beginning of
Stage 2, OCE Guidance will contain the updated information.

f. The composition of the EG and a planned EP timeline, to include an exercise

milestone calendar, are initially laid down in the OSE Guidance, and updated as required
in OCE Guidance. The OSE Guidance may embrace a summary of the Exercise Aims and
parameters, if not already promulgated in the EXINT. The OSE/OCE Guidance is the staff
order and guidance how to conduct Stage 1, or else Stage 2, of the EP.

g. The OSE/OCE Guidance includes information regarding the TOR for the EB and
EG.

h. Select the appropriate classification and releasability markings for the OSE/OCE
Guidance, specifically if partner or NNE already participate in EP Stage 1 or Stage 2 and
require the information provided in the OSE/OCE Guidance.

i. The OSE/OCE Guidance may be promulgated in the form of a Chief of Staff letter.

OSE/OCE Guidance template is provided below. Explanations or examples to the contents of

the OSE/OCE Guidance paragraphs are in brackets and/or marked/highlighted in grey colour in
below illustrative template.

M-1-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

ILLUSTRATIVE TEMPLATE - OSE/OCE GUIDANCE

Promulgating HQ/Commanders military letter/COS Order

for OSE/OCE GUIDANCE

SUBJECT: COS XXX ORDER/STAFF ORDER NO. XXX: OFFICER

(SCHEDULING/CONDUCTING) 86 THE EXERCISE GUIDANCE FOR
EXERCISE NAME

REFERENCES: A. Xxxxxx (for example SACEUR’s Guidance for ETEE (SGE))

B. Xxxxxxx (for example COS SHAPE annual CT&E Directive)

C. Xxxxxxx (for example SHAPE eRepository associated to CT&E

direction)

D. Xxxxxxx (for example Military Training and Exercise Programme

(MTEP))

E. Xxxx (for example EXERCISE NAME OSE Exercise Initiation

document)

F. Bi-SC Directive 075-003, Collective Training & Exercise, dated DD

Mmmm YYYY

SITUATION (To be refined by the OSE/OCE staff and is mainly based on OSE Exercise Initiation
document, SGE, annual CT&E Directive, MTEP or other multi-year programming documents
stimulate the EP stage work.)

1. Xxx xxx. (EXERCISE NAME is a SHAPE sponsored xxxxx level (CAX/CPX; LIVEX;
DEPLOYEX; xxxx) 87 that will train XXXXX forces led xxxxx Headquarters as the Primary Training
Audience (PTA) in planning and conducting the execution stage of a xxxx operation against
xxxxxx, mainly in the xxxx domains.)

2. Exercise Aims. Xxxx xxx. (TBD based on that specific exercise EAs given by the
references, such as confirmed and validated during Stage 0, in the SGE, Before Action Review,
in the EXINT, or else up-to-date reference.) (If the EAs are already promulgated in the EXINT,
there is no requirement to repeat the EAs here.)

a. Xxxxxx (Exercise Aim 1)

b. Xxxxxx (Exercise Aim 2)

86 Select as appropriate.
87 As per Stage 0 outcome or key reference documents, select as appropriate.
M-1-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

c. ….

3. Exercise Parameters 88. Xxxx xxxx. (Based on the level of detail in the EXINT, this
paragraph should refer to the EXINT, but emphasis the updated information pertaining to exercise
parameters in below sub-paragraphs.)

a. Responsibilities

(1) OSE (provide data who is the OSE)

(2) OCE (provide data who is the OCE)

(3) ODE (if required/if designated)

(4) Mentor/support to the OSE, OCE or ODE (if required)

(5) Primary Training Audience(s)

(6) Secondary Training Audience(s)

(7) Supporting entities (such as NCIA and NCISG for CIS matters or JSEC for
logistic matters)

b. Personnel Reinforcement. Xxxx xxxx. (Multinational/other entities

involvement/participation in the exercise. Who will advertise the exercise/invite other
entities to the exercise for reinforcement/observation in both Exercise Execution
Bodies/EXCON and Training Audience?)

c. Scenario. Xxxx xxx. (The scenario will be the XXX XXX scenario (quick summary
to the scenario and which training opportunities it provides.)

d. Exercise Location. Xxxx xxx. (For CPX execution, EXCON and TA should be
established within XXXX training facilities/Homebase location/deployed HQ. Participating
elements should deploy with sufficient workforce to run an “extended day shift” battle
rhythm. For LIVEX execution, EXCON and TA should be deployed to …)

e. Operational Products. Xxxx xxx. (TA will conduct Operations Planning during the
Crisis Response Planning (CRP) on the basis of higher echelon plans/orders. CRP ends
with the issuing of TA Operations Plans and orders.)

f. Exercise Execution Bodies. Xxxx xxx. (Provide information on

EXCON/HICON/RC, evaluation, enablers and other Exercise Execution Bodies matters if
necessary.)

MISSION

4. Xxxx xxx. (OSE will supervise EXERCISE NAME Exercise Process from “START date
Stage 0 or Stage 1” to “END date Stage 3” and lead the specification development during Stage
1 from “START date Stage 1” to “END date Stage 1” in order to ensure the delivery and

88 Regularly provided in the EXINT, OSE up-to-date D&G and references.

M-1-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

exploitation of shared, prioritised, sustainable and affordable Training Requirements, according

to OSE D&G. OCE will take over the leading role for the planning and product development
during Stage 2 from “START date Stage 2” and continues to lead the EP during the exercise
conduct at Stage 3 to “END date Stage 3”.) (OCE delegates the product developments and key
tasks in preparation to and for the execution of the exercise conduct stage to an appointed ODE.)

INTENT

5. COS Intent. Xxxx xxx. (Develop a combined, relevant and sustainable EXSPEC for OSE
through a Stage 1 driven process, which will set the foundation for the planning, conduct and
analysis/feedback of EXERCISE NAME, delegated to COM XYZ as Officer Conducting the
Exercise (OCE) and COM ZYX as Officer Directing the Exercise (ODE).) (Develop a robust
EXPLAN and products empowering the execution of the exercise conduct for OCE through Stage
2 and Stage 3 process activities. Run exercise feedback processes in the realm of analysis and
reporting.)

6. Model for Exercise Process Development. Xxxx xxx. (Annex A provides the model of
the EXERCISE NAME EP stages and describes how they will be managed by the different
stakeholders involved. Annex B provides Direction and Guidance for the conduct of EP Stage 1
by the OSE. Annex C provides Direction and Guidance for the conduct of Stage 2 and Stage 3
by the OCE/ODE.)

TIMINGS

7. See Annexes A and B (select Annex B to OSE Guidance or Annex B to OCE Guidance as
fits)

COMMAND AND CONTROL

8. Lead

a. (VCOS “OSE headquarters” leads the EXERCISE NAME Validation Meeting 1 (VM-
1), and if necessary, Steering Group (SG) meetings during Stage 1, which is composed of
OCE/ODE and TA, and managed by “OSE headquarters” ACOS J7.)

b. (During EP Stage 1, “OSE headquarters” J7 TRX Branch Head chairs the

EXERCISE NAME Exercise Board (EB), which is managed by the OSE Officer with
Primary Responsibility (OPR).)

c. (During EP Stage 1, OSE OPR chairs the EXERCISE NAME Exercise Group (EG).)

d. (VCOS “OCE headquarters” leads the EXERCISE NAME Validation Meeting 2 (VM-
2), and if necessary Steering Group (SG) meetings during Stages 2 and 3, which are
composed of OSE, ODE and TA, and managed by “OCE headquarters” ACOS J7.)89

e. (During EP Stages 2 and 3, “OCE headquarters” J7 TRX Branch Head chairs the
EXERCISE NAME Exercise Board (EB), which is managed by the OCE Officer with
Primary Responsibility (OPR).)

89 In case OSE is not a TA, OSE will normally delegate Steering Group responsibility to OCE for Stage 2 & 3.
M-1-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

f. (During EP Stages 2 and 3, OCE OPR chairs the EXERCISE NAME Exercise Group
(EG).)

9. Supported by

a. Outside “OSE/OCE headquarters”: Xxxx xxx. (Label involved headquarters and

entities who are to participate in EB and EG meetings and to contribute to Stage 1, 2 or 3
of the EP. For example OSE, OCE, ODE, PTA, STA, supporting agencies such as NCIA,
NCISG, SOFCOM, JSEC.)

b. Inside “OSE/OCE headquarters”: Xxxx xxx. (Label involved directorates/divisions,

advisor, SME who are to participate in EG meetings and to contribute to Stage 1, 2 or 3 of
the EP.)

10. Exercise Information. Xxxx xxx. (During EP Stage 1, 2 or 3 OSE/OCE/ODE OPR team
will be responsible for the management of EXERCISE NAME information.)

a. EXERCISE NAME is classified as a (NATO SECRET/MISSION SECRET/NATO

UNCLASSIFIED) exercise.

b. Finalised documents and products as well as documents supporting EP

development and collaboration will be published on (NATO SECRET network at: (link to
workspace, for example to a dedicated, but solitary exercise portal in the network))

11. Funding. Xxxx xxx. (Funding for the exercise will be shared between entity XY and NATO.
NATO’s costs will fall to the Military Training and Exercise Programme (MTEP) budget; a request
for exceptional eligibility for exercise control (EXCON) support, scenario development and
Communication and Information Systems (CIS) support has been forwarded to NATO HQ and it
is anticipated that NATO common funding will be granted/was granted.)

12. Coordination

a. EXERCISE NAME action lists. Xxxx xxx. (The EP is accomplished through

regularly scheduled meetings that are managed through the use of the exercise master
Action List (EXERCISE NAME AL). During EP Stage 1, OSE OPRs have tasking authority
with regard to the bi-monthly combined ALs that will be initiated during the Exercise Group
meeting. The EXERCISE NAME AL use will continue through Stages 2 and 3, whereas
OCE OPRs will have the tasking authority.)

(1) Xxxx xxx. (The AL serves as the primary coordinating document associated
with achieving the tasks and their connected sub tasks within Stage 1, 2 and 3.)

(2) Xxxx xxx. (The AL will be provided to EG members for action and to the EB
and SG for information.)

b. Point of Contact.

(1) The OSE points of contact for this matter are:

(a) OSE OPR (insert contact data)

M-1-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(b) OSE Co-OPR (insert contact data)

(2) The OCE points of contact for this matter are:

(a) OCE OPR (insert contact data)

(b) OCE Co-OPR (insert contact data)

ANNEXES 90:

A. MODEL FOR EXERCISE NAME EXERCISE PROCESS DEVELOPMENT

B. DIRECTION AND GUIDANCE FOR THE CONDUCT OF EXERCISE NAME EXERCISE

PROCESS STAGE 1 (Annex B to OSE Guidance)

1. DIRECTION AND GUIDANCE FOR THE CONDUCT OF EXERCISE NAME

EXERCISE PROCESS STAGEs 2 AND 3 (Annex B to OCE Guidance)

90 Select Annex B to OSE Guidance or Annex B to OCE Guidance as fits to the respective OSE or OCE Guidance.
M-1-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

ANNEX A TO
OSE/OCE Guidance

MODEL FOR EXERCISE NAME EXERCISE PROCESS DEVELOPMENT

1. Introduction. This Annex provides key information for controlling and managing
EXERCISE NAME Exercise Process (EP) between Mmmm YYYY and Mmmm YYYY.

2. Organisation of the Exercise Process. Each EP stage has an initiating document, a

conference to consolidate the main products and a Commanders Validation Meeting (VM) to
validate the EP stages deliverables. There are four types of exercise preparation bodies. These
bodies are the Exercise Steering Group (SG), the Exercise Board (EB), the Exercise Group (EG)
and dedicated Exercise Teams (ETs) (one team per involved exercise stakeholder/HQ). This
general hierarchy and naming of Exercise Preparation Bodies is valid for all exercise lifecycle/EP
stages, whoever (OSE, OCE, ODE) is in the leading role for a dedicated EP stage. All stages are
guided by the SG, organised and supervised by the EB, developed by the EG. In EP Stage 0
and Stage 1, OSE leads the SG, EB and EG. OCE takes over the leading role from OSE for
Stages 2 and 3 91. ETs may be composed to support the EB and EG as necessary. EXERCISE
NAME conduct will be directed, evaluated and supported by dedicated Exercise Execution
Bodies.

3. EXERCISE NAME EP Stages Management. The stakeholder involved in EXERCISE

NAME will follow the NATO standard stage based iterative and incremental process as outlined
in the table (preceding Stage 0 is already completed and not included) : (see next page)

91 In case OSE is not a TA, OSE will normally delegate Steering Group responsibility as well to OCE for Stage 2 &
3.
M-1-7
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

EP Stage Lead Inputs Outputs

1. Specification OSE OSE Guidance EXSPEC (Mmmm YYYY)

(Mmmm YYYY - EXINT EO (included in EXSPEC)

Mmmm YYYY)
Draft EOs FIR I (as necessary)

(multi-year
programming
documents, in which this
exercise is laid down)

(other Stage 0 products,

D&G)

2. Planning OCE OCE Guidance EXPLAN (Mmmm YYYY)

(Mmmm YYYY - EXSPEC to include EOs TO (included in EXPLAN)

Mmmm YYYY)
(Draft TOs) Host Nation Support
Technical Arrangement
(HN TA)

FIR II (as necessary)

3. Conduct OCE/ODE Local EXORDs Conduct of selected

training block(s)
(Mmmm YYYY – EXPLAN (A/B/C/D/E/F)
Mmmm YYYY)
(Scenario) Validation Meeting 3 (VM-
3)

FIR III (as necessary)

Stage 0 to 3 will be accompanied by Exercise Feedback/Analysis & Reporting Processes

Exercise Feedback OSE/OCE FIR I to III AAR

Processes
Evaluation Reports
Analysis & Reporting
Process Exercise Report (EXREP)

M-1-8
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

4. Composition of EXERCISE NAME Exercise Preparation Body.

a. Specification (EP Stage 1)

(1) EXERCISE NAME Steering Group (SG) is chaired by VCOS “OSE

headquarters” and managed by “OSE headquarters” ACOS J7 and composed of
respective OCE, ODE and other relevant stakeholders.

(2) EXERCISE NAME Exercise Board (EB) is chaired by “OSE headquarters”

J7 TRX Branch Head, managed by OSE OPR and supported by OCE and ODE
OPRs.

(3) EXERCISE NAME Exercise Group (EG) is composed of the EB, selected
essential subject matter experts (SMEs) and the OPR from each TA. The main EG
members are listed in Appendix 1 to Annex B/C.

(4) EXERCISE NAME Exercise Teams (ETs) for each involved HQ will be
composed as per each individual HQ requirements and guidance.

b. Planning, Conduct (EP Stages 2 and 3) and Exercise Feedback/Analysis &

Reporting processes:

(1) EXERCISE NAME SG, EB and EG will remain in force since preceding
stages, but led by OCE. Details for reinforcement/amendments to the established
Exercise Preparation Bodies by OCE through this OCE Guidance to deliver EP
Stages 2 to 3 as well as accompanying Exercise Feedback processes. During stage
2 and 3, the EG will be composed of the EB, the OPRs from each TAs, and selected
SMEs. It will be chaired by OCE and managed by OCE OPR, with assistance of
OSE and ODE OPRs.

c. In addition, all addressees will have the internal ET managed by their OPR on behalf
of the commander. ETs’ composition mainly depends on the level of implication in the
exercise (command post, troops, supporting organisation, DEPLOYEX, LIVEX).

d. Permanent Exercise Preparation Bodies (SG, EB, EG, ETs) cover most of the EP
activities. The rest will be covered by functional temporary bodies established through
EXSPEC, EXPLAN, or calling letters. They will meet during planning conferences or
dedicated events.

e. EB and EG members for EP Stage 1 are nominated at Appendix 1 to Annex B.

f. OCE will nominate Stage 2 and Stage 3 related EG adjustments on the basis of
Stage 1 EG and according to EP Stages 2-3 and Exercise Feedback/Analysis & Reporting
Processes requirements. This will be updated and published at Appendix 1 to Annex C.

5. Exercise Milestone Calendar. The following table outlines all events scheduled to take
place throughout Stages 1-3 of the EP and the Exercise Feedback/Analysis& Reporting
processes.

M-1-9
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Event Date Location

Stage 1 Exercise Board meeting

(EBM-1)

Stage 1 EG meeting 1 (EGM-1.1)

Stage 1 EG meeting 2 (EGM-1.2)

Stage 1 EG meeting 3 (EGM-1.3)

Exercise Specification
Conference (ESC)

Stage 1 Commanders Validation

meeting (VM-1)

Stage 2 Exercise Board meeting

(EBM-2)

Stage 2 EG meeting 1 (EGM-2.1)

Initial Planning Conference (IPC)

Training Block A (Academics)

Scripting WS-1
(MEL/MIL Strategy Workshop)
Stage 2 EG meeting 2 (EGM-2.2)

Main Planning Conference (MPC)

Training Block C (CRP)

Scripting WS-2
(MEL/MIL Incident Development
Workshop)
Stage 2 Commanders Validation
meeting (VM-2)

Stage 2 EG meeting 3 (EGM-2.3)

Final Coordination Conference

(FCC)

Technical Coordination
Conference (TCC)

Commanders Synchronisation
Conference (CSC)

M-1-10
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Event Date Location

Scripting WS-3
(MEL/MIL Scripting Workshop)

& STARTEX Validation

Final Planning Conference

(FPC) 92

CIS Set-Up/COMMEX

EXCON Trg

Training Block B (BST)

Conduct of Training Block D

(DEPLOYEX)

Conduct of Training Block E

(EMPLOYEX)

DV day/Media day

After Action Review (AAR)

Training Block F (Follow-on

training)

(if required)

Validation Meeting 3 (VM-3)

92 Final Planning Conference (FPC) will be conducted for LIVEX preparation, but not for CPX.
M-1-11
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

ANNEX B TO
OSE Guidance

DIRECTION AND GUIDANCE FOR THE CONDUCT OF EXERCISE NAME EXERCISE

PROCESS STAGE 1

This Annex provides the Terms of Reference (TOR) for the bodies in charge of controlling and
managing EXERCISE NAME Exercise Process (EP) between Mmmm YYYY and Mmmm YYYY.

1. EXERCISE NAME Stage 1 Purpose and Core Tasks

a. The purpose of EP Stage 1, “Specification”, is to enhance common understanding

amongst key stakeholders on exercise’s ends, ways and means. Where no Exercise
Board (EB) and Exercise Group (EG) have already been established during Stage 0, Stage
1 starts with the establishment of the EB and EG by the OSE (current document) and
finishes with OSE promulgating the EXSPEC, thus setting an early and solid foundation
for exercise planning.

b. Stage 1 encompasses dedicated key tasks as outlined in Bi-SC Directive 075-003.

The detailed chronological sequence of tasks that should be adapted to exercise specifics
will be discussed within the EG and managed by the OSE OPR. Main venues supporting
these tasks are tentatively scheduled in the next paragraph.

2. EXERCISE NAME EP Stage 1 Venues. Venues in below table will be used to deliver
Stage 1.

Venue Bodies Dates Location

EBM-1 EB
EGM-1.1 / EOWS-1 EG
EGM-1.2 EG
EGM-1.3 EG
ESC EB and EG
VM-1 SG, TAs CG.

3. Roles and Responsibilities during Stage 1:

a. OSE

(1) Manage EXERCISE NAME EP Stage 1.

(2) Guide and support EXERCISE NAME Stages 2 to 3 and Exercise

Feedback/Analysis & Reporting processes led by OCE.

(3) Outreach to partners (via and in close coordination with SHAPE PD)

M-1-12
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(4) Coordinate the following areas throughout EXERCISE NAME EP:

Evaluation, reinforcement, funding, partners and non-NATO entities (NNE)
involvement, mentors/senior mentors.

b. OCE

(1) Assist OSE during EP Stage 1.

(2) Conduct EXERCISE NAME EP Stages 2 to 3 and Exercise

Feedback/Analysis & Reporting processes activities with EXERCISE NAME EG.

(3) Coordinate the following areas throughout EXERCISE NAME EP: CIS
support, Information Assurance (IA), Information Management, Information
Exchange Requirements, Functional Services/Systems, workforce, Real Life
Support, Host Nation support, legal support, medical support, physical security, real
media, visitors, lessons learned.

(4) Contribute to EXERCISE NAME EP.

(5) Contribute to EXERCISE NAME EP as TA during CRP in EXERCISE NAME.

c. ODE (if appointed)

(1) Assist OSE during Stage 1.

(2) Support EXERCISE NAME OCE during EP Stages 2 to 3 and Exercise

Feedback/Analysis & Reporting processes activities according to delineation of
responsibilities.

(3) Coordinate the following areas throughout EXERCISE NAME EP: Scenario,
MEL/MIL, CAX Support, exercise feedback/analysis.

d. HICON in EXERCISE NAME:

(1) Contribute to EXERCISE NAME EP as HICON Response Cell during

EXERCISE NAME.

e. Partnership Directorate (MIC and J9)

(1) Process partners and NNEs’ involvement requests and requirements.

f. NCISG.

(1) Provide CIS support and advice in line with EXSPEC development.

g. NCIA.

(1) Contribute to the EP development and provide support and advice in line with
EXSPEC development.

h. JSEC.

M-1-13
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(1) Contribute to the EP development and provide advice in line with the
EXSPEC development.

APPENDIX:

1. Composition of EXERCISE NAME Exercise Board and Exercise Group during Exercise
Process Stage 1 and Stage 1 tasks

M-1-14
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

APPENDIX 1 TO
ANNEX B TO
OSE Guidance

COMPOSITION OF EXERCISE NAME EXERCISE BOARD AND EXERCISE GROUP DURING

EXERCISE PROCESS STAGE 1 AND STAGE 1 TASKS

1. Exercise Board members during EP Stage 1

EXERCISE NAME EXERCISE BOARD

Board chairman: (Name) PTA OPR/POC: (Name)
OSE OPR: (Name) …
OSE Co-OPR: (Name)
OCE OPR: (Name)
ODE OPR: (Name)

2. Exercise Group (EG) members during EP Stage 1

EXERCISE NAME EXERCISE GROUP (EG)

OSE OPR: (Name) J4 SME / JSEC: (Name)
OSE Co-OPR: (Name) J5 SME: (Name)
OCE OPR: (Name) J6 SME: (Name)
OCE Co-OPR: (Name) J7 FUND Manager: (Name)
ODE OPR: (Name) Military Cooperation (MIC): (Name)
ODE Co-OPR: (Name) J9: (Name)
TA OPR/POC: (Name) IKM: (Name)
TA Co-OPR/POC: (Name) J10 StratCom: (Name)
CIS Advisor: (Name) Protocol: (Name)
CIS Co-Advisor: (Name) LEGAD: (Name)
J2 SME: (Name) POLAD: (Name)
JAS SME: (Name) …

3. Description of the Key Functions:

a. “OSE headquarters” J7 TRX branch head supervises EXERCISE NAME EP stage

1 via the Exercise Board.

b. OSE OPR team develops Exercise Specification (EXSPEC) via the Exercise Group
(EG).

c. Other OPRs inform their staff on the exercise and coordinate staff’s contributions to
EP via the HQ’s internal Exercise Preparation Teams.

d. Other functions are self-explanatory.

M-1-15
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

4. EXERCISE NAME EP Stage 1 tasks

Figure 4 – EXERCISE NAME EP Stage 1 key tasks and milestones

Activities supporting each task are described in Bi-SC Directive 075-003.

M-1-16
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

5. EXERCISE NAME EXSPEC development

Figure 5 – EXERCISE NAME EP Stages 0 and 1milestones and activities (depicted timing typical for CPX / for LIVEX start 12 month earlier)

M-1-17
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

ANNEX B TO
OCE Guidance

DIRECTION AND GUIDANCE FOR THE CONDUCT OF EXERCISE NAME EXERCISE

PROCESS STAGE 2 AND 3

This annex provides further D&G by the OCE to the EB and EG for Stage 2 and Stage 3
commitments. The core EB and EG, already established for Stage 0/Stage 1 activities, will be
amended by OCE as necessary. Stage 2 EG and Stage 3 workforce will be strengthened mainly
by OCE/ODE staff and personnel reinforcement as required.

The OCE Guidance must enable the EG to develop the EXPLAN and the compulsory scenario
modules.

The Terms of Reference of the Exercise Preparation Bodies since Stage 0/Stage 1 remain almost
unchanged. If an OCE HQ requires additional regulations or additional delineation of
responsibilities, these may be added/amended to the aforementioned Terms of Reference.

This Annex provides the amended (TOR) for the Exercise Preparation Bodies in charge of
controlling and managing EXERCISE NAME Exercise Process (EP) between Mmmm YYYY and
Mmmm YYYY.

1. EXERCISE NAME Stage 2 Purpose and Core Tasks.

a. The purpose of EP Stage 2, “Planning”, is to keep the momentum from Stage 1 and
to raise the common understanding amongst key stakeholders pertaining to details for
planning and conduct of the exercise. Stage 2 will start with the convention of amended
EB under OCE lead in order to review Stage 1 outcome and to advance from the EXINT
and EXSPEC framework data to OCE D&G for the EXPLAN development and to task the
EG for Stage 2 accomplishments. Stage 2 will overlap with first Stage 3 activities that will
cross with Stage 2/Stage 3 deliverables. Stage 2 ends with OCE promulgation of the
EXPLAN and final/technical coordination/planning conferences, which in turn is an update
of the EXSPEC with more detail and accuracy in fine tuning exercise matters and additional
annexes on this, as well as final coordination and direct preparation of the exercise
conduct 93. The EXPLAN provides detailed instructions to all exercise participants and
supporting elements for the preparation, conduct, support, evaluation and reporting of
EXERCISE NAME exercise.

b. Stage 2 encompasses dedicated key tasks for planning and product development
as outlined in Bi-SC Directive 075-003. The chronological sequence of activities that
should be adapted to exercise specifics will be discussed within the EG and managed by
the OCE OPR. Main venues supporting these tasks are tentatively scheduled in the next
paragraph.

93 In case of a LIVEX, Stage-2 will have a Final Planning Conference (FPC) in addition to the TCC and FCC.
M-1-18
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

2. EXERCISE NAME EP Stage 2 and Stage 3 Venues. Venues in below table will be used
to deliver Stage 2.

Stage 2 Venues of EB/EG

Venue Bodies Dates Location
TOWS EG, TA
EGM-2.1 / Site Survey EG, supporting elements
IPC EG
EBM-2.1 (for LIVEX) EB
Site Survey (for LIVEX) EG, supporting elements
Scripting WS-1 EG/Scripting team
EGM-2.2 / Site Survey EG, supporting elements
MPC EG
Site Survey (for LIVEX) EG, supporting elements
Scripting WS-2 EG/Scripting team
EBM-2.2 (for LIVEX) EB
Site Survey (for LIVEX) EG, supporting elements
EGM-2.3 EG
VM-2 SG, TAs CG.
EGM-2.4 (for LIVEX) EG
Scripting WS-3 EG/Scripting team
EGM-2.5 (for LIVEX) EG
FCC EG
TCC Supporting elements
CSC (for LIVEX) CDRs, TAs CG
FPC (for LIVEX) EG

Stage 3 Involvement of Exercise Execution Bodies, TA and Supporting Elements

Venue Bodies Dates Location
Training Block A (Academics) TA, HQ Ex Preparation Team,
Exercise Execution Bodies
Training Block C (CRP) TA, HQ Ex Preparation Team,
Exercise Execution Bodies
CIS Set-Up/COMMEX Supporting elements, TA, HQ Ex
Preparation Team, Exercise
Execution Bodies
EXCON Training Exercise Execution Bodies
Training Block B (BST) TA, HQ Ex Preparation Team,
Exercise Execution Bodies
Execution of Training Block D TA, HQ Ex Preparation Team,
(DEPLOYEX) Exercise Execution Bodies
Execution of Training Block E TA, HQ Ex Preparation Team,
(EMPLOYEX) Exercise Execution Bodies
Stage-3 SG meeting (if required) SG, TAs, Exercise Execution Bodies
After Action Review (AAR) SG, TAs, Exercise Execution Bodies
Validation Meeting 3 (VM-3) SG, EB, TAs, Exercise Execution
Bodies

M-1-19
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

3. Roles and Responsibilities during Stage 2.

a. OSE

(1) Guide and support EXERCISE NAME Stage 2 and Exercise

Feedback/Analysis & Reporting processes, led by OCE.

(2) Outreach to partners (via and iccw SHAPE PD)

(3) Coordinate the following areas throughout EXERCISE NAME EP:

Evaluation, reinforcement, funding, partners and non-NATO entities (NNE)
involvement, mentors/senior mentors.

b. OCE

(1) Lead EXERCISE NAME Steering Group 94, Exercise Board and Exercise
Group.

(2) Develop and issue OCE Guidance (if not yet promulgated) and EXPLAN in
accordance with Bi-SCD 075-003.

(3) Manage EXERCISE NAME EP Stage 2.

(4) Contribute to EXERCISE NAME EP

(5) Contribute as TA during CRP in EXERCISE NAME.

(6) Coordinate the following areas throughout EXERCISE NAME EP: CIS
support, Information Assurance (IA), Information Management, Information
Exchange Requirements, Functional Systems, workforce, Real Life Support, Host
Nation support, Legal support, Medical support, physical security, real media,
visitors, Lessons Learned.

(7) Coordinate and provide the first updated version of human

resource/workforce requirements for the exercise no later than the Initial Planning
Conference (IPC).

(8) Present the second updated version of human resource/workforce

requirements document at the Main Planning Conference (MPC).

(9) Execute the Exercise Feedback Processes and contribute to this process.

(10) Staff First Impression Reports (FIR)

(11) Conduct After Action Review (AAR) and Validation Meeting 3 (VM-3).

(12) Staff and publish Exercise Report (EXREP).

(13) Coordinate with OSE the Partner and NNE involvement.

94 If OSE delegated the responsibility to lead the SG to OCE.

M-1-20
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(14) In close coordination with OSE, plan and execute Visitor- and Media-, high
visibility events as defined and directed in the EXSPEC.

(15) In close coordinated with OSE, arrange and execute

observations/inspections as necessary.

(16) Develop and produce StratCom/Communications plan in coordination with

OSE as defined and directed in the EXSPEC, thereby deliver the proper messaging
related with this exercise.

(17) Report any abnormal activity in the Information Environment (IE) (social
media, traditional media, etc.) or any communication activity regarding the exercise
both, during the exercise's planning or execution.

(18) Support and participate in negotiating and concluding necessary agreements

(such as Host Nation Support Technical Arrangement) to conduct EXERCISE
NAME execution.

(19) Designate a TO manager to oversee the TO development.

(20) Designate Exercise Execution Bodies to prepare and execute Stage 3

“Conduct” activities.

c. ODE (if designated)

(1) Support EXERCISE NAME OCE during EP Stages 2 to 3 and Exercise

Feedback/Analysis & Reporting processes activities.

(2) Coordinate the following areas throughout EXERCISE NAME EP: Scenario,
MEL/MIL, CAX Support, Exercise Feedback/Analysis.

(3) Submit FIRs and support the AAR in line with Exercise Feedback
Processes/Analysis & Reporting Process.

(4) Support and participate in negotiating and concluding necessary agreements

(such as Host Nation Support Technical Arrangement) to conduct EXERCISE
NAME execution.

(5) Develop the exercise design in accordance with direction and guidance from
OSE/OCE and EOs/TOs.

(6) Support the development of a consolidated and prioritized list of TOs.

(7) Lead exercise milestone events for EXERCISE NAME product development
and scripting, as depicted in OCE updated milestone planning schedule.

(8) Facilitate the incorporation of TA and designated Exercise Execution Bodies

for the different training blocks, exercise preparatory activities and exercise
execution.

(9) Provide the EXDIR and other Exercise Execution Bodies/key entities.
M-1-21
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(10) Design, develop and provide the core of the Exercise Execution Body and
coordinate any reinforcement requirements with OSE, OCE, and EXERCISE NAME
involved nations/entities.

(11) Xxxxxx xxxxx.

(12) Xxxxxx xxxxx.

d. Exercise Execution Bodies

(1) Xxxxxx xxxxx.

(2) Xxxxxx xxxxx.

e. Supporting entities

(1) Xxxxxx xxxxx.

(2) Xxxxxx xxxxx.

APPENDIX:

1. Composition of EXERCISE NAME EB and EG during EP Stage 2 and Stage 2 tasks

M-1-22
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

APPENDIX 1 TO
ANNEX B TO
OCE Guidance

COMPOSITION OF EXERCISE NAME EXERCISE BOARD AND EXERCISE GROUP DURING

EXERCISE PROCESS STAGE 2

1. Exercise Board (EB) Members during EP Stage 2

EXERCISE NAME EXERCISE BOARD (EB)

Board chairman: (Name) PTA OPR/POC: (Name)
OSE OPR: (Name) STA OPR/POC: (Name)
OSE Co-OPR: (Name)
OCE OPR: (Name)
ODE OPR: (Name)

2. Exercise Group (EG) Members during EP Stage 2

EXERCISE NAME EXERCISE GROUP (EG)

OSE OPR: (Name) J1 SME (exercise workforce): (Name)
OSE Co-OPR: (Name) J2 SME: (Name)
OCE OPR: (Name) J5 SME: (Name)
OCE Co-OPR: (Name) J6 SME: (Name)
ODE OPR: (Name) J7 FUND Manager: (Name)
ODE Co-OPR: (Name) Military Cooperation: (Name)
TA OPR/POC: (Name) J9/CIMIC: (Name)
TA Co-OPR/POC: (Name) IKM: (Name)
CIS Advisor: (Name) COMDV/StratCom: (Name)
CIS Co-Advisor: (Name) Protocol: (Name)
Evaluation: (Name) LEGAD: (Name)
Exercise Feedback Processes/Analysis: (Name) POLAD: (Name)
Scenario: (Name) Logistics (OCE): (Name)
Simulation and Modelling: (Name) HN RLS: (Name)
Ex Execution Body OPR: (Name) Other NCS/NFS HQ OPRs: (Name)

3. Description of the Key Functions:

a. “OCE headquarters” J7 TRX branch head supervises EXERCISE NAME EP Stage

2 via the Exercise Board.

b. OCE OPR team develops Exercise Plan (EXPLAN) via the Exercise Group (EG).

M-1-23
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(1) Conducting detailed planning, coordination and preparation of the exercise

according to the Exercise Specification (EXSPEC), as tasked by the Exercise
Board.

(2) Prepare and conduct all planning conferences, such as IPC, MPC, FCC,
TCC, FPC (in case of LIVEX) and any other meetings required for the exercise.

(3) Coordinate production of the exercise scenario modules to ensure they meet
the needs of the exercise.

(4) Monitor expenses from the exercise budget.

(5) Production of the Exercise Plan (EXPLAN) and obtaining the OSE/OCE
approval for distributing it.

(6) Oversee and monitor all staff activities to support the exercise process at all
levels.

(7) Publish exercise documents on EXERCISE NAME dedicated exercise portal.

(8) Establish the requirements for and select the exercise control tools required
to conduct the exercise.

c. Other OPRs inform their staff on the exercise and coordinate staff’s contributions to
EP via the HQ’s internal Exercise Preparation Teams.

d. Other functions are self-explanatory.

M-1-24
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

4. EXERCISE NAME EP Stage 2 tasks

Figure 6 – EXERCISE NAME EP Stage 2 key tasks and milestones

Activities supporting each task are described in Bi-SC Directive 075-003.

M-1-25
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

5. EXERCISE NAME EXPLAN development and link to product development, overlapping with Training Blocks activities.

Figure 7 – EXERCISE NAME EP Stage 2 milestones and activities plus overlap with Stage 3 milestones and activities (typical for CPX)

M-1-26
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure 8-1 – EXERCISE NAME EP Stage 2 milestones and activities plus overlap with Stage 3 milestones and activities (typical for LIVEX)

M-1-27
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure 8-2 – EXERCISE NAME EP Stage 2 milestones and activities plus overlap with Stage 3 milestones and activities (typical for LIVEX)

M-1-28
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 2 TO
ANNEX M TO
Bi-SCD 075-003
DATED 01 SEP 23

EXERCISE INITIATION/ -SPECIFICATIONS/ -PLAN - TEMPLATE

1. General remarks and explanations concerning to the template.

a. The OSE leads Stage 0 and Stage 1 of the EP. OSE is responsible for the
development and promulgation of the EXINT and EXSPEC.

b. The OCE leads Stage 2 and Stage 3 of the EP. OCE is responsible for the
development and promulgation of the EXPLAN.

c. The unified EXINT, EXSPEC and EXPLAN template for this Stage 0 to Stage 2
deliverables, contains in total three portions.

(1) 2*/3* level cover page / CDR’s letter / COS letter

(2) Key leader fact sheet

(3) Staff level detailed document

d. In order to facilitate the timely, efficient, standardised and coherent development of

the EXINT/EXSPEC/EXPLAN, the illustrative template for abovementioned three tear
shape is laid out at this appendix. This illustrative template outlines the basic structure and
content of the EXINT/EXSPEC/EXPLAN that will be adapted to provide the necessary level
of appropriate detail to be incorporated in the specific EP stage product updates, which
are derived from and amplify products developed at preceding EP stages. A list of potential
annexes and appendices to an EXINT/EXSPEC/EXPLAN can be found at Appendix 3.
Annexes to the EXINT/EXSPEC/EXPLAN to be developed and included in the
EXINT/EXSPEC/EXPLAN will be situation dependant.

e. Select the appropriate classification and releasability markings for the EXINT,
EXSPEC and EXPLAN, specifically if partner or NNE are involved in EP Stage 1, Stage 2
and Stage 3, and require the information provided in the EXINT, EXSPEC, EXPLAN.

f. Explanations or examples to the contents of the products’ paragraphs are in

brackets and/or marked/highlighted in grey colour in below illustrative templates.

M-2-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

ILLUSTRATIVE TEMPLATE – COVER PAGE TO EXINT/EXSPEC/EXPLAN

TO: See Distribution

Promulgating HQ/Commanders military letter and

COVER PAGE to EXINT/EXSPEC/EXPLAN

SUBJECT: EXERCISE INITIATION / SPECIFICATION / PLAN FOR EXERCISE NAME

1. EXERCISE NAME exercise is a (OSE headquarters name) sponsored

tactical/operational/strategic level EMPLOYEX / DEPLOYEX. It will train (specified Primary
Training Audiences) as the Primary Training Audience (PTA) in planning and conducting the
execution of a Major Joint Exercise (MJX) / Multi-Tier Exercise / Smaller Joint Exercise (SJX)
mainly in the XY domains.

2. EXERCISE NAME PTA will be supplemented by a Secondary Training Audience (STA) to

assist the PTA in achieving the EXERCISE NAME exercise aims and objectives. The same time,
this exercise provides the venue for (specified Secondary Training Audiences) to practice
operations and procedures as a STA or Robust Response Cell (R-RC) in a realistic but limited
training environment.

3. EXERCISE NAME will utilise the SCENARIO NAME scenario, which is based on the
SETTING NAME setting. The scenario will be tailored to meet EXERCISE NAME exercise
objectives and training objectives.

4. This EXERCISE NAME Exercise Initiation / Specification / Plan has been fully coordinated
and agreed with all stakeholders involved at the Commander’s level. All input has been integrated
into Enclosure 1 and 2.

5. As Officer Scheduling / Conducting the exercise (OSE / OCE), we hereby promulgate the
EXINT / EXSPEC / EXPLAN on the basis of which more detailed planning / exercise conduct will
be handled.

6. EXERCISE NAME facts and framework data to inform key leader are depicted in a chart
at enclosure 1.

7. Staff level detailed information is provided in the EXINT / EXSPEC / EXPLAN document
at enclosure 2.

OSE / OCE Signature block

ANNEXES:
A. List of References
B. Glossary of Abbreviations, Terms and Definitions

M-2-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

ENCLOSURES:
1. Exercise Fact Sheet
2. Exercise Initiation / Specifications / Plan – Exercise EXERCISE NAME

DISTRIBUTION:
…..

M-2-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

ENCLOSURE 1 TO
OSE/OCE reference # as per cover page
DATED dd MM YYYY

EXERCISE NAME EXERCISE FACTSHEET

(A3 formatted Exercise Overview)

M-2-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

ENCLOSURE 2 TO
OSE/OCE reference # as per cover page
DATED dd MM YYYY

EXERCISE INITIATION / SPECIFICATION / PLAN – EXERCISE NAME

1. References and Glossary

a. For applicable references, see Cover page Annex A.

b. For glossary of abbreviations and terms, see Cover page Annex B.

2. General Data

a. The basic general data are provided in the Exercise Fact Sheet.

b. Additional data/more detailed data.

(1) Xxxx xxx.

(2) Xxxx xxx.

3. Participation

a. Force C2 structure. An overview of the exercise C2 structure is provided in the

exercise fact sheet. Details and updates are described in (Annex E and other annexes for
FEs dedicated roles/participation formats, such as for PTA, STA, RC, R-RC, supporting
formations. This detailed description includes inter alia the overall requirements and
location of the FE).

b. Training Audience/Training Audience Requirements

(1) Primary Training Audience (Annex)

(2) Secondary Training Audience

c. Response Cells (included in Annex)

d. OPFOR

e. Supporting Formations (Annex)

f. National and Civilian involvement/Partners and NNE involvement (Annex)

(1) Observation

(2) Participation

M-2-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

4. Expectations

a. Exercise Aims (Annex)

b. Exercise Narrative. Xxxx xxx (Commanders level statement pertaining to the

exercise specifics/key elements, the commanders’ interest/intent, and StratCom
statement.)

c. Exercise Assumptions. The Exercise Initiation/Specification/Planning/Report is

based on the following assumptions:

(1) Xxxxx xxxx

(2) Xxxxx xxxx

d. Constraints and Restraints

e. Exercise Objectives (Annex)

f. Training Objectives (Annex)

g. Tactical Engagement Tasks (if required)

h. Interoperability/Achievements in Interoperability

i. Experimentation Requirements/Achievements from Experimentation (Annex)

j. Strategic Communications Objectives (Annex)

k. Training Progression and Requirements (such as Operational Planning Process –

Products) (Annex)

l. Xxxx xxx…

5. Resources

a. Scenario (Annex)

b. CIS (Annex)

c. Personnel Reinforcement (Annex)

d. Budget (Annex)

6. EP Terms of Reference

a. EP responsibilities/delineation of responsibilities

b. EP milestones

c. OPP milestones

M-2-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

7. Xxxx xxx

ANNEXES

(Annexes to the EXINT/EXSPEC/EXPLAN to be developed and included in the

EXINT/EXSPEC/EXPLAN will be situation dependant. See following table)

M-2-7
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

M-2-8
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 3 TO
ANNEX M TO
Bi-SCD 075-003
DATED 01 SEP 23

EXERCISE INITIATION / -SPECIFICATIONS / -PLAN LIST OF ANNEXES

1. A list of potential annexes and appendices to an EXINT/EXSPEC/EXPLAN can be found at this appendix.

2. Annexes/appendices to the EXINT/EXSPEC/EXPLAN to be developed and included in the EXINT/EXSPEC/EXPLAN will be situation
dependant.

3. Those annexes/appendices that will not always be included in the EXINT/EXSPEC/EXPLAN (such as additionally needed for LIVEX, or else
optional/situation dependant) are to be found at the end this table annotated in in grey colour.

ANNEX TITLE APPENDIX EXINT EXSPEC EXPLAN

A Exercise Aims X
B Exercise Objectives draft final
C Primary Training 1: Primary Training Reviewed Primary PTA Procedural Training Training Objectives
Requirements, Training Audience Procedural Training Requirements. Roadmap.
Progression and Training Roadmap Training Progression. Training Progression.
Training Objectives 2: Outline of exercise Requirements for Final Product
training progression and products supporting requirements for training
requirements training blocks. blocks.
3: Required products to
support Operational
Planning/Plan Activation
4: Training Objectives

D Exercise C2/C3 Exercise Participation Exercise Participation Exercise C2/C3

structure Structure (draft) Structure (update) Structure (final)
E Exercise Feedback 1: Training statement requirements Plan & Instructions
Processes 2: Internal Assessment statement requirements Plan & Instructions
M-3-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

ANNEX TITLE APPENDIX EXINT EXSPEC EXPLAN

3: Evaluation statement requirements Plan & Instructions
4: Joint C2 Observation statement requirements Plan & Instructions
5: SACEUR’s Priority statement requirements Plan & Instructions
Areas for Lessons
Learned Collection and
Analysis
6: JALLC Analysis statement requirements Plan & Instructions
7: Experimentation statement requirements Plan & Instructions
8: Doctrine Validation statement requirements Plan & Instructions
9: Capability Integration statement requirements Plan & Instructions
F Geospacial-Strategic setting scenario requirements developed scenario
Situation
G EXCON EXCON framework data forecasted capability final plan
tailored to TA requirements
requirements
H Exercise Participation Validated exercise Specified TA and final human resources
and Workforce participation EXCON workforce and workforce layout.
generation process requirements and requirement. Support
ingredients. and reinforcement
requirements.
I STARTEX Conditions X
J Modelling and X
Simulation Control
Plan/Instructions
K Enablement, statement requirements Plans & Instructions
Reinforcement and
Sustainment
L Real Life Support 1: Medical X X
Plan/Instructions.

M-3-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

ANNEX TITLE APPENDIX EXINT EXSPEC EXPLAN

2: personnel X X
reinforcement
Preparation and
Processing
Plan/Instructions.
3: Logistic Support X X
Plan/Instructions.

4: Movements and X X
Transportation
Plan/Instructions.
5: Personnel X X
Lodging/Accommodatio
n Plan/Instructions.
6: Catering X X
Plan/Instructions.

7: Administration X X
Plan/Instructions.

8: Office Allocation X X
Plan/Instructions.

9: CIS support X X
plan/including partners.

10: Site accreditation, X X

security regulations.

M-3-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

ANNEX TITLE APPENDIX EXINT EXSPEC EXPLAN

11: Physical Security - X X
local regulations

M Partner and Non-NATO Approval Framework and Collaboration &

entities Involvement Invitation Integration
N Legal implications Considerations Administration/Legal Legal Instructions,
Arrangements Technical Arrangements
O Political implications Up-to date political and D&G for
strategic D&G and Setting/Scenario
course of action tailored development, Force
to exercises. Generation, exercise
locations.
P StratCom and Up-to date political and Real World and Public Affairs Plan /
Engagement strategic D&G and Exercise StratCom Instructions
course of action tailored Guidance
to exercises.
Q Visitor, Observer, Statement on Visitors, Distinguished Visitors and Observers
Inspector Distinguished Visitor Visitors and Observers Plan/Instructions
Day demand. Guidance
R CIS CIS support requirement CIS requirements CIS and Bi-SC AIS Core
statement and Functional Services
Plan/Instructions
S METOC METOC
Support/Maritime Rapid
Environmental
Assessment (REA)
Instructions
T Geographic Support Geographic Support
Instructions

M-3-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

ANNEX TITLE APPENDIX EXINT EXSPEC EXPLAN

U Physical Security Physical security Physical security
requirements Instructions
V Reporting Requirements Reporting Requirements Exercise Reporting and
Handling of Lessons
Instructions
W Budget Instructions 1: Budget allocation Reviewed resourcing for Updated 1: Detailed budget
the exercise funding/resourcing allocation for the
requirements exercise.

2: Financial support to 2: Financial Support to

partner participating Partner.

X (spare)

Y (spare)

Z (spare)

AA Scheme of draft final

Manoeuvre…[LIVEX
only]
BB Land Exercise X
Instructions [LIVEX
only].
M-3-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

ANNEX TITLE APPENDIX EXINT EXSPEC EXPLAN

CC Air Exercise Instructions X
[LIVEX only].
DD Maritime Exercise X
Instructions [LIVEX only].
EE Amphibious Exercise X
Instructions [LIVEX only]
FF Psychological Operations X
Exercise Instructions
[LIVEX only].
GG Special Operations X
Exercise Instructions
[LIVEX only]
HH Information Operations X
Exercise Instructions
[LIVEX only].
II Electromagnetic Warfare X
Operations [LIVEX only]
JJ Environmental Protection
Instructions [to include
medical environmental
health issues, LIVEX only].
KK Exercise Safety X
Instructions [LIVEX only].
LL Conventional Arms X
Control [LIVEX only]

M-3-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 4 TO
ANNEX M TO
Bi-SCD 075-003
DATED 01 SEP 23

PRE-STARTEX SYNCHRONISATION MATRIX

This Appendix provides a template that for completion and inclusion in the EXPLAN.

PRE-STARTEX SYNCHRONISATION MATRIX

DRAFT Current: DD MMM YYYY
Activity, Product, or Coordination From/To Desired Date NLT
Date/Time
Collection Requirements List CCs to JFC
Collection Task Lists JFC to CCs
Joint Prioritised Target List (JPTL) JFC to CCs
Joint Prioritised Defended Asset List (JPDAL) JFC to CCs
ASRs CCs to ACC
Maritime Support Requests (MSRs) CCs to MCC
Air Tasking Requests (ATR) CCs to ACC (ALCC)
Airspace Requests CCs to ACC
Joint Restricted Frequency List (JRFL) JFC to CCs
Electronic Order of Battle (EOB) JFC to CCs
Coordinated Air and Sea Procedures (CASP) Change ACC to MCC
Requests
Air Tasking Order (ATO) Feeders CCs to ACC
Recognized Logistics Picture (RLP) Feeders CCs to JFC

M-4-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

M-4-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 5 TO
ANNEX M TO
Bi-SCD 075-003
DATED 01 SEP 23

LOCAL EXERCISE ORDERS - TEMPLATE

TRAINING AUDIENCE HQ
COS STAFF ORDER / FRAGO TO STAFF ORDER / EXERCISE ORDER

SUBJECT: COS XXX ORDER/STAFF ORDER NO. XXX: EXERCISE NAME –

CONDUCT OF THE EXERCISE

REFERENCES: A. Xxxx (for example EXERCISE NAME Exercise Plan, dated DD

Mmmm YYYY).

B. Xxxx (for example COS TA HQ No XXX, Title, dated DD Mmmm

YYYY).

C. Xxxx (for example TA HQ Training Plan).

D. Bi-SC Directive 075-003, Collective Training & Exercise, dated DD

Mmmm YYYY.

SITUATION

1. EXERCISE NAME is a (TA HQ) collective training event / exercise utilizing (insert
appropriate MEANS, that will be used to conduct the activities of the dedicated training block(s)
as per the exercise training progression) to focus on Xxx xxx.

2. EXERCISE NAME is intended to train/exercise (specify the TA) through (insert appropriate
WAYS, that will be conducted in dedicated training blocks) at (location) from (date) to (date).

3. Update or No change (in case of a FRAGO).

MISSION

4. The (training block) is the venue to:

a. Train and progress the (TA HQ) Xxxx xxx capabilities.

b. Assess the Xxxx xxx.

M-5-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

c. Certify for Xxxx xxx.

d. Enhance operational skills by participating as Response Cell.

e. Prepare for upcoming TA HQs exercises as Secondary / Primary Training Audience.

f. TA HQ exercise Battle Rhythm in parallel to daily routine TA HQ Battle Rhythm.

5. The (training block) is connected to EXERCISE NAME, where (other TA HQ) is Primary
/Secondary Training Audience.

6. Update or No change (in case of a FRAGO).

INTENT

7. The intent is to run (TA HQ) (training block), as laid down in the (TA HQ) training plan for
CT&E.

8. The ambition of the exercise is Xxxx xxx.

9. Update or No change (in case of a FRAGO).

ROLES AND RESPONSIBILITIES

10. Internal

a. Directorate

(1) Xxxx xxx

b. Division

(1) Xxxx xxx

c. Branch

(1) Xxxx xxx

11. External (for example roles of supporting elements)

a. Supporting element 1. Xxxxx xxxx

b. Supporting element 2. Xxxxx xxxx

TIMINGS AND INSTRUCTIONS

12. Dates and location

13. Preparation prior to exercise (training block) conduct.

a. Review SOPs.

M-5-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

b. Develop Exercise Battle Rhythm.

14. Conduct of exercise (training block).

a. From (date) to (date). Xxxxx xxxx (training block running according to the exercise
battle rhythm) at (location).

b. On (date). After Action Review (AAR) at (location).

15. Training Audiences

a. Priority 1: Xxxx xxx (specify priorities, if the CT&E activity is not a 100% TA HQ
event, likewise for TA HQ involvement as Response Cell or Secondary Training Audience.
Who is to participate what?).

b. Priority 2: Xxxx xxx

c. Update or No change.

16. Content

a. (Setting/Scenario, details as per reference, such as EXSPEC/EXPLAN)

b. From (date) to (date). (Training block) will focus on xxxx xxxxx.

c. From (date) to (date). (Another training block) will focus on xxx xxxx.

d. On (date). An After Action Review will prepare Exercise Feedback Processes,

collecting findings xxx xxx.

e. Update or No change

17. Training Methodology

a. Xxxx xxx (Training block) or (dedicated CT&E event) is/are selected as single
event/sequenced event and is/are supported by CT&E toolsets (name the selected
toolsets) which deliver the conditions for the (Training Audience) to satisfy the (TA HQ)
training requirements.

b. Update or No change.

18. Reporting

a. After Action Review

(1) AAR will provide the Commanders the first impressions and findings about
the achievements of Exercise Objectives/Training Objectives/Xxxx xxx.

(2) Lead of AAR and validation: EXDIR will lead the AAR, supported by Xxxx
xxx. The AAR is the precursor for Commanders validation during the Validation
Meeting 3 (VM-3) and the creation of the Exercise Report (EXREP).

M-5-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

b. Validation Meeting 3 (VM-3)

(1) Xxxx xxx TA HQ will contribute to the VM-3, which will be held from (date) to
(date) at (location). OSE/OCE/ODE/TA Commanders will validate the exercise
feedback during the VM-3.

c. Exercise Report (EXREP)

(1) (OCE) will promulgate the EXREP not later than (date).

COMMAND AND CONTROL

19. Lead: (TA HQ) COS/VCOS.

20. Supported by: Xxxx xxx (for example the TA HQ internal Exercise Team)

21. Coordination: The (TA HQ) point of contact for this matter is Rank Name, Directorate
Division, email: xxxxxxx.yyyyyyy@zzzz. (TA HQ) OPR/POC is: Xxxx xxx

22. Update or No change.

ANNEXES:

ANNEX A – (Title)

(Update, refer to Annex or No change).

ANNEX B – (Title)

(Update, refer to Annex or No change).

DISTRIBUTION:

M-5-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 6 TO
ANNEX M TO
Bi-SCD 075-003
DATED 01 SEP 23

FIRST IMPRESSION REPORT - TEMPLATE

Promulgating HQ/Commanders military letter

for FIRST IMPRESSION REPORT

FIRST IMPRESSION REPORT

1. Overall appraisal of the exercise.

2. Assessment of the achievement of the OSE Exercise Objectives.

3. Assessment of the achievement of the OCE Training Objectives.

4. Assessment of the achievement of the First Impression Report (FIR) submitter’s

objectives. (This should be written from the FIR submitter’s perspective. For example: the
analysis team’s achievement of the OSE’s analysis requirements; achievement of a TA’s
Training Objectives/adequate practice of the Commander’s Mission Essential Tasks (METs);
etc.)

5. Topics requiring urgent/immediate correction. (If Identified)

a. Issue: Xxxx xxx.

(1) Discussion:

(2) Recommendation:

(3) Action by:

(4) Recommended Suspense:

etc.

6. Topics for the Validation Meeting 3 (VM-3). (From FIR II and onwards)

a. Issue: Xxxxx xxx.

(1) Discussion:

(2) Recommendation:

(3) Action by:

M-6-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(4) Recommended Suspense:

etc.

7. Training feedback. Feedback from witnessing training that need further staffing 95.

8. LL/Best Practice (BP). (If any Lessons that were derived from the exercise have been
already learned and if any Best Practices (BPs) have been established, they are listed in this
paragraph, with reference to their NLLP registration.)

a. (Title), (NATO Lessons Learned Portal (NLLP) Reference Number)

etc.

ANNEX:

A. Key Observations List.

95 Feedback to be staffed by the recipient of the report or witnessed training feedback

M-6-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003
ANNEX A TO
EXERCISE XXX XX FIRST IMPRESSION REPORT
DATED dd MM YYYY

KEY OBSERVATIONS LIST

Activity: Exercise XXX XX
Collection OA Title Observation Discussion Initial Conclusion Initial Recommendation
and
Analysis
Objective

The Originating This should be a What happened? This What was supposed to (Further analysis required to (Further analysis required to develop a mature
Authority (OA) is the short, informative should be a description of happen and what actually develop a mature conclusion) conclusion)
entity that is title that covers the the issue to be happened? Include the
responsible for issue and the avoided/improved or the context (where/when/who) What was the main reason, the What remedial actions do you recommend should be
endorsing the situation. success (good practice) to and discuss why the root cause for why this implemented to avoid/improve the issue or repeat the
LI/PoBP and be repeated. Be sure to issue/success occurred. issue/success happened? What success in future? What do you recommend should
ensuring it is stick to the facts. What was the impact of the can be learned from this? be done to ensure that others can benefit from you’ve
uploaded in the issue/success? What can learned? Remember to specify a suitable Tasking
NLLP. This includes Insert the observation. be done to avoid/improve Authority who has the authority to task the
uploading supporting Insert the Title of the the issue or repeat the
Observation, LI or appropriate Action Body to implement the Remedial
documentation of the success? Provide as much Actions.
observation, analysis, PoBP. objective evidence as
conclusion, and possible.
recommended
Remedial Actions
and requires
identification of the
Tasking Authority.
The OA is to forward
the LI/PoBP to the
Tasking Authority
(TA) through the
chain of command.

Insert the OA.

M-6-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

M-6-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 7 TO
ANNEX M TO
Bi-SCD 075-003
DATED 01 SEP 23

EXERCISE REPORT – TEMPLATE

Promulgating HQ/Commanders military letter

for OCE EXERCISE REPORT

OCE EXERCISE REPORT

1. Letter of Promulgation. (This letter should address any anomalies within the report and
give general comments on the exercise.)

2. Summary of Action Items. (Those action items identified by the OCE in the Subject
Enclosures.)

3. Exercise Abstract. (This section contains all information on the exercise in a condensed
form, including)

a. Identification of Exercise, (name, form, type, area, date).

b. OSE, OCE, ODE.

c. Participating commands and forces (in summary tables). Reference Enclosures for
the detailed workforce.

d. Exercise Aim and Objectives.

4. Exercise Description. (This enclosure should provide sufficient information for the
unfamiliar reader to gain an appreciation of the concept of both the operations that were
replicated and the exercise concept and structure that served them. This information should
include a description of the setting, the scenario and the conduct of the exercise.)

5. Achievement of the OSE Exercise Aims. (OCE evaluation of the level of achievement
of each of the OSE’s Exercise Objectives.)

6. Achievement of the OSE Exercise Objectives. (OCE evaluation of the level of

achievement of each of the OSE’s Exercise Objectives.)

7. Achievement of the OCE Training Objectives. (OCE evaluation of the level of

achievement of each of the OSE’s Exercise Objectives.)

8. Achievement of the OSE Experimentation Objectives. (OCE evaluation of the level

of achievement of each of the OSE’s Exercise Objectives.)

9. LIs/BPs Addressed to external Tasking Authorities. (A statement for the enclosed

Lessons Identified List (LIL).)
M-7-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

10. Lessons Learned. LL/BP. (If any Lessons that were derived from the exercise have
been already Learned and if any BPS have been established, they are listed in this paragraph,
with reference to their NLLP registration.)

a. (Title), (NLLP reference Number)

ENCLOSURES

1. Exercise XXXX-XX Lessons Identified List.

2. EXCON workforce spreadsheet.

3. Training Audience workforce spreadsheet (1 Enclosure per Training Audience).

M-7-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003
ENCLOSURE 1 TO
EXERCISE XXX XX EXERCISE REPORT
DATED dd MM YYYY

EXERCISE XXXX-XX LESSONS IDENTIFIED LIST.

Activity: Exercise XXXX XX

NLLP ID OA Title Observation Discussion Conclusion Recommendation Proposed Tasking Authority

NATO The Originating This should be a What happened? This What was supposed to What was the main What remedial actions do The Tasking Authority (TA) is the entity that
Lessons Authority (OA) is the short, informative should be a description of happen and what actually reason, the root you recommend should is responsible for phase 2 in the NATO LL
Learned Portal entity that is title that covers the the issue to be happened? Include the cause for why this be implemented to Process. This includes deciding on
(NLLP) responsible for issue and the avoided/improved or the context (where/when/who) issue/success avoid/improve the issue or recommendations and Remedial Action
generates a endorsing the situation. success (good practice) to and discuss why the happened? What can repeat the success in (RA), (noting or approving), commit
unique LI/PoBP and be repeated. Be sure to issue/success occurred. be learned from this? future? What do you resources and appoint/task one or more
identification ensuring it is stick to the facts. What was the impact of the recommend should be Action Bodies (AB). The TA informs the OA
number for the uploaded in the issue/success? What can done to ensure that others if its decision (feedback). The TA is
uploaded NLLP. This includes Insert the observation. be done to avoid/improve can benefit from you’ve responsible for the coordination,
Lesson. uploading supporting Insert the Title of the the issue or repeat the learned? Remember to implementation and the tracking from a
documentation of the Observation, LI or success? Provide as much specify a suitable Tasking Lesson Identified (LI) to a Lessons
observation, analysis, PoBP. objective evidence as Authority who has the Learned (LL). The TA is responsible for
Insert the
unique conclusion, and possible. authority to task the controlling that the approved LI is uploaded
identification recommended appropriate Action Body in the NATO LL Portal and to update the LI
number. Remedial Actions to implement the to a LL when implemented.
and requires Remedial Actions.
identification of the Insert a single Tasking Authority.
Tasking Authority.
The OA is to forward
the LI/PoBP to the
Tasking Authority
(TA) through the
chain of command.

Insert the OA.

M-7-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003
ENCLOSURE 2 TO
EXERCISE XXX XX EXERCISE REPORT
DATED dd MM YYYY

EXCON WORKFORCE SPREADSHEETI

EXERCISE XXXX XX EXCON

Remark: Insert final EXCON Workforce Spreadsheet here. The most current version might have been updated during the execution of the Exercise
Process Stage 3 (Conduct) training block E (EMPLOYEX).

M-7-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003
ENCLOSURE 3 TO
EXERCISE XXX XX EXERCISE REPORT
DATED dd MM YYYY

TRAINING AUDIENCE WORKFORCE SPREADSHEET

EXERCISE XXXX XX PRIMARY TRAINING AUDIENCE

Remark: Insert final Training Audience (TA) Workforce Spreadsheets here. The most current version might have been updated during the execution
of the Exercise Process Stage 3 (Conduct) training block E (EMPLOYEX). (1 Enclosure per Training Audience).

M-7-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ENCLOSURE 4 TO
Bi-SCD 075-003
EXERCISE XXX XX EXERCISE REPORT
DATED dd MM YYYY

TRAINING AUDIENCE WORKFORCE SPREADSHEET

EXERCISE XXXX XX SECONDARY TRAINING AUDIENCE

Remark: Insert final Training Audience (TA) Workforce Spreadsheets here. The most current version might have been updated during the execution
of the Exercise Process Stage 3 (Conduct) training block E (EMPLOYEX). (1 Enclosure per Training Audience).

M-7-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 8 TO
ANNEX M TO
Bi-SCD 075-003
DATED 01 SEP 23

CAPABILITY INTEGRATION REPORT – TEMPLATE

1. General remarks and explanations concerning to the template.

a. The ACO and ACT Capability Integration Authorities will use a Bi-SC agreed
template for the Capability Integration Report.

b. The CIR will be promulgated in the form of a Bi-SC Cover letter to be supplemented
by dedicated annexes, as listed below. Both, ACO and ACT CI Authorities will sign the
CIR.

2. Cover letter. The CIR cover letter is to consist at a maximum of four pages to include a
short description (overall requirement and narrative) and a summary of the CI subject in context
to the specific exercises’ Exercise Feedback processes. The annexes to the cover letter will
amplify/explain/add specific details to dedicated subjects.

3. Annexes. Each annex is tailored to one subject and responsible entity. Annexes B to E
are structured around the following paragraphs: Executive Summary, Initial Objectives, Findings
and Recommendations.

a. Annex A to CIR – Commanders Assessment

(1) Free text on Collective Capability findings.

(2) No more than one page per exercise stakeholder Commander.

b. Annex B to CIR – Joint C2 Observations

(1) Content provided by ACO EVAL Cell (ACO EVAL Cell in lead).

(2) No more than ten pages.

(a) Executive Summary (half page).

(b) Initial Objectives (half page).

(c) Findings and Recommendations (up to nine pages).

c. Annex C to CIR - Priority Areas for LL Collection & Analysis

(1) Content provided by ACO LL Cell (ACO LL Cell in lead).

(2) No more than ten pages

(a) Executive Summary (half page).

(b) Initial Objectives (half page).

(c) Findings and Recommendations (up to nine pages).

M-8-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

d. Annex D to CIR - Initial Observation from the JALLC Analysis (optional)

(1) Initial observation from the JALLC Analysis on a special ACO request (if any).

(2) Content provided by the JALLC (JALLC in lead)

(3) No more than ten pages.

(a) Executive Summary (half page).

(b) Initial Objectives (half page).

(c) Findings and Recommendations (up to nine pages).

e. Annex E to CIR - Warfare Development Exploitation

(1) Content provided by HQ SACT (HQ SACT in lead).

(2) No more than ten pages

(a) Executive Summary (half page).

(b) Initial Objectives (half page).

(c) Findings and Recommendations (up to nine pages).

M-8-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ANNEX N TO
Bi-SCD 075-003
DATED 01 SEP 23

STEERING GROUP

1. The SG, chaired by a command group officer on behalf of OSE/OCE, has the following
aims:

a. Provide the commander with an insight of the EP.

b. Elicit 96 or ensure commanders ownership of the exercise.

c. Highlight and address challenges to the delivery of the exercise, and apportion
these to stakeholders.

d. Provide the commanders’ direction and guidance to the EB and steer ongoing
exercise planning.

2. In case OSE is not a TA, OSE may normally delegate SG responsibility to OCE for stages
2 and 3. It should support, not hinder, the exercise planning effort.

3. If necessary, supplementary SG meetings (SGMs) can call together in addition to the

systematic Commanders’ level meetings (on-call SGM) throughout the EP, starting from Stage 0.

4. The SGMs should be used as a decision making body which may convene when it is
appropriate to do so because there are issues at hand, or the need for a mutual situation update.

5. For any proposed changes that are submitted, due consideration will be given to the benefit
of the potential change and the feasibility of accommodating them without endangering the EP or
negatively affecting the exercise delivery and its quality.

6. Even without the on-call SGMs, there is a level of involvement of the command groups in
the EP at the Commanders VMs during each stage. Everyone, including commanders, should
remember that the EXSPEC, once agreed upon at the VM for Stage 1 (VM-1), should be
considered an immutable document to which the exercise planners must adhere to during stages
2 to 3 and the exercise feedback processes.

7. The composition of the SG will depend on the specific exercise and challenges, but will
normally as a minimum include command group representatives from OSE, OCE and ODE
organisations as well as selected training audiences.

8. The chair of the SG may wish to include the DCOSs as attendees for the meeting in order
to facilitate the internal coordination with the staff, or to assist in the assessment of the topics in
the agenda.

9. Those stakeholders identified as owning and managing the challenges should provide an
assessment about the risks and potential perennial solutions/mitigation. An initial back brief to
the chair should be expected during the meeting.

96 This might be specifically the case, if no fully-fledged Stage-0 was conducted.

N-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

10. SG members could be supported by SMEs to provide detailed information on the issues
being discussed during the meeting.

11. A record of decisions and/or action item list should be provided by the SG secretary and
reviewed at each meeting.

N-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ANNEX O TO
Bi-SCD 075-003
DATED 01 SEP 23

GUIDE TO PLANNING COMMUNICATION AND INFORMATION SYSTEMS SUPPORT TO

NATO EXERCISES

1. Purpose and Scope. The purpose of this annex is to outline guidance, procedures and
timings for the NCS/ NFS and planners in order to facilitate the planning of CIS support for
exercises. It delineates CIS related responsibilities during the EP primarily focusing on OSE,
OCE, ODE, TA, CIS Authorities and Service Providers. This Directive drives the key principle of
aligning operational and exercise planning as far as possible. It should try to adopt the same
processes and steps, but also recognise where it cannot because of timelines or other reasons.
It complements instructions given in Reference DD. Taking into account outdated status of
Reference DD document, once it is revised, its provisions take precedence over those in this
annex if they contradict each other and do not apply to exercises. NATO common funded CIS
support beyond what is agreed and pre-financed via Central Support Level Agreement (SLA) and
Exercise Budget will generally be provided by NCI Agency and NCISG during exercise. As per
Reference EE, any additional CIS support requirements not foreseen during the bi-annual NATO
Exercise CIS Support Meeting (NECSM) for other EP Stage 3 activities such as training blocks B
(BST) and C (CRP) have to be anticipated at least 6 months in advance and need to be endorsed
by SHAPE Cyberspace CyOC, in equivalent to the below described planning process and
products.

Figure O-1 – CIS planning pillars

O-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

2. NATO CIS Capabilities. Figure O-1 depicts CIS support, linking CIS capabilities,
principles and pre-conditions. NATO CIS capabilities are realised in services which enable NATO
to carry out its operations. These capabilities have been acquired to support day-to-day business,
operations and exercises. For exercises, their use is regulated through the development of
exercise requirements, mainly by means of IERs and a CISSM and subject to the SLA. The
following are the available NATO assets for exercises:

a. NATO Static Capability. The NATO static CIS capability provides end user
services and the communications infrastructures to enable end-to-end service assurance
from tactical through strategic levels, including operational reach back.

b. NATO Deployable CIS Capability. NATO Deployable CIS Capability (DCIS)

equipment together with trained workforce and processes are available to provide a strictly
tailored in scope of deployable CIS capability to support both NATO exercises and NATO
operations.

c. Deployable CIS Equipment Pool. Deployable CIS Equipment Pool (DCEP) is a

pool of NATO equipment held and maintained by NCISG NATO Signal Battalions (NSB)
and NCI Agency CIS Support and Sustainment Centre (CSSC) in Brunssum (the
Netherlands) for CIS support to exercises and operations. It is provided to users on CyOC
endorsement.

3. Exercise CIS Support Principles. The following exercise specific planning principles
amplify those stated in Reference DD.

a. Eligibility. NATO deployable and static CIS services can only be provided for
exercises contained in the MTEP or in which NATO participates or has an interest. The
eligibility of using common funded NATO CIS equipment is mentioned in the CFAO and in
the MMRs for NRF/ ARF. NCSs are eligible for provision of NATO THROUGH connectivity
and their direct subordinates are eligible for NATO TO connectivity when performing NATO
designated activities.

b. Minimum Military Requirements. Provision of NATO CIS for exercises follows

the principles outlined in the MMR for Common Funded DCIS 97, which are applied to NCS,
NFS, multi-/ nationally provided component commands or commands established for
deployable forces operations. In general, while MMR are not updated NCSs are supported
following their DCEP requirements if operationally justified, supportable by NATO inventory
and following the priorities. NCS’s direct subordinates are provided with support in
accordance with the provisions detailed in NATO DCIS CONOPS 98. These principles are
not applicable to the EXCON (ODE) locations in support of training these deployable
forces.

c. Prioritization. Priorities for CIS resources allocation are directly taken from SGE,
annual CT&E Directive and included in the MTEP. Any changes/ updates to prioritization
have to be coordinated and approved by the CIS Strategic Planning Authority (CSPA).

97 MCM 0083-2005, NATO Response Force (NRF/ARF) Minimum Military Requirement (MMR) for Common Funded
Deployable CIS and HQ CSS Equipment, dated 07 July 2005
98 Until MCM 0083-2005 is not revised, updated and published, NATO DCIS CONOPS (para 3-7.c) is in effect to

provide details regarding TO connectivity for NCS’s direct subordinates.

O-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

d. Planning Approach. A strategic decision that must be made as early as possible

in the planning process is the approach for the type of network to be used in the exercise.
Two options are considered:

(1) MN Approach (Default option). Exercises based on the scenarios which

may include non NATO partners’ participation must adhere to MN approach.
Following Federated Mission Networking (FMN) standards, process and
instructions introduced by FMN and applied in the MN. This option relies on a
common federated architecture, common concepts, principles, interoperability
standards and even a common technical architecture. Additional information on
FMN and Considerations for CIS Planning is included as Appendix O-5.

(2) Non-MN approach. For exercises, which scenarios do not take into account
non-NATO partners’ participation. The FMN Instructions may or may not apply.

4. Funding. Only MTEP approved exercises are eligible to have CIS support funded by
exercise budgets, either that held by ACO (normally in OSE and OCE role) or ACT (normally in
the ODE role). For practical reasons, necessary funds will be delegated to subordinate
commands. Additionally, centralised and local SLAs will provide exercise support as agreed in
their terms and conditions.

a. NATO Exercises. The assigned budget authorities will receive a delegated

exercise budget in accordance with requirements programmed in the Medium Term
Resource Plan. Requirements will be considered during the NECSM cycle, coordinated
with NCI Agency for price estimation of their required support (shipment of DCEP
equipment, leased lines, consumables, etc.), validated by SHAPE and to be included in
the annual budget. This budget will be used to cover internal expenses and to contract
services from NCI Agency. The exercise budget is not designed to permanently cover CIS
capability gaps of participating entities and cannot be used to purchase equipment etc.
The nature of the expenditure must be temporary and for exercise purposes only. This
does not release the participants from obligation to own appropriate CIS capabilities for
the exercise.

b. Training Events and Non-funded Exercises. In the event that a short notice
exercise or Training Event (TE) is not included in the MTEP, but considered essential,
Deployable CIS Coordination Authority (DCCA) will coordinate a price proposal with NCI
Agency, when the exercise requirements are received based on planning process and
Customer Request Forms (CRF) submitted to NCI Agency. Once approved by SHAPE,
the TE or exercise organiser (JFCs or nations) shall release Purchase Orders (POs) to the
DCCA and NCI Agency for their required support. In case of only static CIS requirements,
organiser is to send directly CRF and PO to NCI Agency once approved by SHAPE. It is
likely that such requirements will be unfunded and not reflected in the current budget, the
OCE will either be prepared to finance the requirement at risk from their allocated budget
or approach the appropriate budget holder for support. The organiser must consider the
operational risk of CIS support failure in the event late coordination precludes the proper
and timely planning of resources.

c. Unfunded Operational Requirements. Any unfunded, but OSE validated

operational CIS requirements, must be raised with the budget holder as early as possible
to SHAPE J7, in order to identify alternative resourcing.
O-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

5. Security Accreditation. All CIS processing NATO classified information during exercises
shall be accredited in accordance with extant directives/ NATO Security Policy. Coordination of
the security accreditation process for the exercise (e.g. Site locations or overall connections) is
the responsibility of the OCE. Security accreditation authority should be addressed during the
exercise planning process, to ensure accreditation is achieved in a timely manner.

6. Authorities “and entities” Roles and Responsibilities on provision of CIS Support to

exercises are listed below for those related to exercises CIS support. In most cases, exercise
support is done through standard and agreed procedures. The designated CIS authorities for
NATO may be found under Appendix 3 of this Annex.

a. CIS Strategic Planning Authority

(1) Retain strategic control on the CIS planning and support for exercises.

(2) Provide direction and guidance required for proper CIS planning.

(3) Ensure providing a final decision in cases not described in extant normative
document.

(4) Orchestrate CIS planning and provision among exercises.

(5) Commence and coordinate initial CIS planning for exercises (NATO Exercise
CIS Support Meeting (NCSSM)).

(6) Synchronize, coordinate and prioritize CIS planning theatre wide, multi JOAs
environment.

(7) Responsible for the strategic-level oversight of execution of the EXPLAN

Annex pertaining to CIS.

(8) Responsible for formal tasking of the NATO CIS Group and its associated
DCIS equipment.

(9) Responsible for maintaining oversight and formal assignment of assets from
the DCEP.

(10) Set priorities, validate requirements and arbitrate the allocation of DCIS
assets (DCEP included) against conflicting requirements from supported FE(s) and
OCE.

(11) Coordinate CISSM with CSSC, endorse and ensure DCOS Cyberspace
approval, and submit to CSSC, NCIA and NCISG for execution.

b. CIS Operational Planning Authority (COPA)

(1) Lead and coordinate the overall CIS planning process.

O-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(2) Organize, host and chair TCC if the federation is not performed on NATO
DCIS assets99.

(3) Schedule and chair CIS syndicates during the planning cycle.

(4) Produce the Architecture Level 1.

(5) Request and contract support to CIS related services from NCI Agency 100.

(6) Coordinate notional CIS SUPPLANs development once required. This

includes drafting the main body of the CIS SUPPLAN, obtaining inputs from CIS
stakeholders, DCIS Coordinating Authority, Service Management Authority and
Technical Authority consolidating inputs into a coherent final draft for endorsement
and approval.

(7) Collate and endorse the CIS requirements by means of CISSM, including
requirements form Training Audience and EXCON, and submit it to CSPA for
endorsement and DCOS Cyberspace approval.

(8) Hold responsibility for crypto management.

(9) Coordinate physical, procedural and CIS security requirements with the
Technical Authority and participants.

(10) Develop and execute the CIS Setup and Validation Plan with support DCCA
and Technical Authority that will determine whether CIS works as intended.

(11) Provide, in coordination with the operational and IM communities, the

database deployment plan and operational products required to achieve the
information exchange requirements. The operational products cover, but not limited
to, the following:

(a) LOGFAS replication guide

(b) TOPFAS replication guide

(c) JTS replication guide

(d) ICC replication guide

(e) OTL OPTASKLINK

(f) OIG Distribution Graph

(g) FFT OPTASKLINK

(h) RMP OPTASK

99 NCI Agency is to take this task once agreed and included in Centralized Service Level Agreement (CSLA).
100 If not already covered under the respective SLAs.
O-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(i) RAP OPTASKLINK

(j) JISR Products

(k) GEO services naming convention

(l) Database Deployment Plan (DDP)

c. DCIS Coordinating Authority

(1) Contribute the DCIS portion to the development of the EXPLAN Annex on
CIS and if required to the notional CIS SUPPLAN.

(2) Act as Fund Manager for the delegated DCIS exercise funds (consumables,
leased lines, DCIS equipment transportation costs and TDY 101).

(3) Request and contract support to Deployable CIS related services from NCI
Agency 102.

(4) Where the federation is performed on NATO DCIS assets, organize, host
and chair TCC.

(5) Responsible for the orchestration and harmonization among all exercise
participants/ stakeholders in DCIS.

(6) Produce the Architecture Level 1.5 diagram on exercises with a NATO DCIS
footprint in close coordination with the OCE.

(7) Support COPA in CIS Setup and Validation Plan development and execution.

d. Service Management Authority 103

(1) Contribute to the development of the EXPLAN Annex on CIS and if required
to the notional CIS SUPPLAN.

(2) Through the SMWG (Service Management Working Group), establish and
execute a Change Advisory Board (CAB), to include the release and deployment
process for agreed changes.

(3) Draft and provide Joining, Membership, and Exiting Instructions (JMEIs) for
each service.

(4) Collect from every exercise participants their Service V&V results.

(5) Declare the CIS technical readiness of the training blocks D and E.

101 TDY funds being delegated to the respective ACO HQ’s to support the exercise related TDY of co-located unit.
102 If not already covered under the respective SLAs.
103 If MN approach is chosen for the exercise.

O-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(6) Fulfil the FMN requirements related with the Service Management Authority
(SMA) TOR established for the MN.

e. Technical Authority 104

(1) Develop and design Architecture Level 2 for the NCS.

(2) Establish exercise Configuration Management Database (CMDB), collect

and validate the configuration data of CIS Services provided by exercise
participants.

(3) Establish and maintain exercise’s CIS Architecture and Service baselines for
all technical domains.

(4) Manage architectural and configuration changes over CIS Services in

accordance with established change management (ChM) process.

(5) Contribute to the development of the EXPLAN Annex on CIS and if required
to the notional CIS SUPPLAN.

(6) Chair and execute a CAB, to include the release and deployment process for
agreed changes (for exercises not using Mission Network (MN)).

(7) Support COPA in CIS Setup and Validation Plan development and execution.

(8) Collect from every exercise participants their System S&V results.

(9) Declare the CIS technical readiness of the DEPLOYEX 105 (3)

f. OSE, as the final authority for Individual or Collective Training and Exercises, is
responsible to:

(1) Take into consideration CIS requirements while developing the exercise
programme.

(2) Elaborate the CIS portion of the exercise budget and present it during
Exercise Budged User Group) EBUG.

(3) Incorporate CIS exercise and training objectives, to include those for NCISG,
CyOC, SHAPE as training audience inside EXSPEC in close coordination with the
CyOC.

(4) Delegate CIS exercise budget as required.

(5) Integrate subordinate units, training facilities, JWC and JFTC, as well as
COE in the CIS part of EP.

104 Technical Authority is delegated by Lead Nation SMA.

105 Training Block D - DEPLOYEX
O-7
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

g. OCE. On behalf of the OCE, OCE CIS OPR will be responsible for organizing all
CIS support to the exercise and will:

(1) Perform a role of COPA.

(2) Request the CIS budget to the OCE Fund Manager and manage it.

(3) Develop and incorporate Spectrum Management requirements into the

exercise planning, including requirements from training audience and EXCON.

(4) Develop the EXPLAN Annex for CIS.

(5) Advise on integration of experiments, in coordination with NCI Agency.

(6) Develop and submit the exercise CIS security accreditation package.

(7) Decide the format of the TCC 106 in close consultation with NCI Agency and
NCISG.

(8) Produce Architecture Level 1 Diagram.

(9) Design and plan the CIS S&V to be conducted before Employment training
block in coordination with NCISG and NCIA.

h. ODE. As responsible agent for the simulation and exercise scenario, ODE will
ensure specific EXCON IM, C4, CIS requirements (including distributed EXCON IERs,
CAX network design, ETEE FSs, etc.) that need to be planned, prepared and supported
throughout all phases of NATO’s EP will be fulfilled and described in the EXPLAN.

i. SHAPE DCOS CYBERSPACE. SHAPE responsibilities are linked to the fact that
DCIS equipment is used for supporting both operations and exercises. DCOS
CYBERSPACE is responsible to:

(1) In coordination with ACT, authorise CIS experimentation and testing 107.

(2) Ensure that FMN as NATO’s paradigm, when it comes to supporting

operations by CIS, is considered and included in all stages of EP.

(3) On an exceptional basis, may decide to delegate the coordination of the

notional CIS SUPPLAN for exercises to the DCIS Coordinating Authority if the
majority of the CIS effort relies on DCIS assets 108.

j. CyOC

(1) Perform a role of CIS Strategic Planning Authority in cooperation with

SHAPE J6.

106 TCC might be a separate event/ meeting or combined in the CIS Syndicate during the EP meeting.
107 Any CIS Projects related expenses will be covered by the Project Budget.
108 If required, criteria to be defined by DCOS Cyberspace in close coordination with NCISG.

O-8
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(2) Perform OSE function for specific exercises (i.e., STEADFAST COBALT).

(3) Delegate Cyberspace SMEs into EG if deemed necessary.

(4) Contribute to the NECSM and if deemed necessary participate at MPB and
EBUG.

(5) Contribute to the LL/ LI/ BP process with regard to Cyberspace observations
collected during exercises.

(6) Participate through Stage 1 EG in the definition of CIS exercise and training
objectives within its domain through Exercise Specification document, in scenario
generation and MEL/ MIL development and evaluation process.

(7) Chair the NECSM as part of the CIS support planning.

k. SHAPE J6 Cyberspace will lead the strategic enabling Cyberspace support

planning for exercises, in co-operation with CIS Coordinating Authority, DCIS Coordinating
Authority, Service Management Authority, Technical Authority, and will:

(1) Perform a role of CIS Strategic Planning Authority in cooperation with CyOC.

(2) Contribute to SACEUR Guidance for ETEE (SGE and annual CT&E
Directive).

(3) Support the enablement through the NATO Centralized CIS Budget (NCCB),
only for centralised non-exercise specific services.

(4) Contribute to the NECSM and to the MPB.

l. NATO CIS Group

(1) Perform DCCA role over the NATO DCIS.

(2) Contribute to the NECSM, MPB and EBUG.

(3) Ensure that all DCIS related expenses are included in the annual NCISG
exercise budget delegated.

(4) Allocate DCIS assets to supported exercises and approved activities in

accordance with approved IERs, CISSM, EXPLAN Annex on CIS.

(5) Retain administrative control (ADCON) 109 over NCISG deployed personnel
and DCIS assets.

(6) Plan and deploy the authorised DCIS solution, operate and maintain DCIS
resources during exercise period and finally, redeploy the DCIS resources.

109ADCON. Direction or exercise of authority over subordinate or other organizations in respect to administrative

matters such as personnel management, supply, services, and other matters not included in the operational missions
of the subordinate or other organizations.
O-9
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(7) Plan, coordinate and establish a tailored DCIS Support Group (DSG).

(8) Provide Cyber Defence and Information Assurance capabilities in the

deployed environment.

(9) Provide personnel reinforcement to exercises run from static locations when
approved by NCISG COM.

(10) By negotiated delegation from NCI Agency, exercise an appropriate level of

technical control (TECHCON) 110 over deployed networks.

(11) Fulfil additional exercise roles and responsibilities when the delegation has
been approved by NCISG COM.

(12) Collect NATO DCIS observations for the lesson learned process.

(13) Support the development of notional DCIS CIS plans and relevant notional
CIS SUPPLAN.

m. NATO Communication and Information Agency. NCI Agency, as the CIS

Service Delivery partner to NATO and SMA for NATO-led Mission Networks act as
Technical Authority for all the NATO led MTEP exercises and as SMA for all exercises
following the MN approach, that are regulated by C2 arrangements and supported by pre-
arranged services under Centralised and Local Service Level Agreements, therefore NCI
Agency will:

(1) Contribute to the NECSM, MPBs.

(2) Provide annual cost estimations to be covered by SLA/ CSLA for future
MTEP activities.

(3) Provide timely response to CRFs requesting support beyond SLA/ CSLA
coverage.

(4) Ensure proper central management and level 3 technical and logistic support
for DCIS.

(5) Conduct experimentation and testing according to ACO requirements and

ACT D&G.

(6) Provide necessary funding requirements, training and documentation,

including accreditation prerequisites for CIS support to experiments.

(7) Provide enterprise level Cyber Defence and Information Assurance

capabilities.

(8) Provide CIS and Information System Services (e.g., network design,
infrastructure, platforms, software, etc.) for modelling and simulation (CAX),

TECHCON is the authority of one organization or command to issue and enforce policy and authoritative direction
110

concerning the use of techniques, procedures, standards, configurations, designs, devices, and systems.
O-10
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

scenario and inject coordination as well as training objective and observation

tracking and management (ETEE FS) as requested by ODE. This includes network
infrastructure for geospatial data, imagery and maps.

(9) Conduct ADCON and TECHCON over the NCI Agency deployed elements.

(10) Manage, maintain and provide equipment from DCEP as requested by

CSPA.

n. Participant units CIS staff. Participants units CIS staffs are responsible to provide
required inputs during the whole EP and will:

(1) Contribute to the NECSM.

(2) Develop own CISSM and submit it to OCE for further processing and floor
plans to supporting CIS providers.

(3) Provide IER requested by OCE IM Manager/ IM Syndicate.

(4) Contribute to the development of all required planning products by providing

needed information in an format provided by COPA and in a timely manner
according to the exercise timeline.

(5) Provide required data for configuration to SMA/ Technical Authority in a

timely manner according to the exercise timeline.

(6) Contribute to and comply with the agreed exercise CIS architecture
developed by the SMA/ Technical Authority.

o. NCS/ NFS FEs. NCS/ NFS FEs J/ G/ N/ A 6s and SHAPE J(X) OPRs will contribute
to the CIS planning for exercises via their participation in the NECSM and provision for
exercise planning and execution details as required.

7. Exercises CIS Planning Coordination. CIS planning is an integral part of the overall EP
under the guidance of the exercise planning staff. For major exercises, the vehicle for the CIS
planning should be the CIS Syndicate, supported by at least the IM, the COI Services and Security
Syndicates. For smaller exercises, any or all of the meetings can be merged together or take
place in the plenum during planning conferences. These syndicates will convene during every
Exercise Planning Conferences (i.e. IPC, MPC and FCC), or for additional stand-alone meetings.
The CIS staff of the OCE shall nominate syndicate leaders. The format of the TCC will be decided
by the COPA in close consultation with NCI Agency and NCISG. CIS syndicate’s agenda is based
on specific CIS requirements (see Appendix 1).

To start the CIS Planning process, the strategic approach for the network(s) of the exercise (MN
approach or Non-MN approach) must be determined in the EXSPEC based on, available
resources and strategic guidance. By default in NATO exercises, the exercise mission network
follows the MN approach.

a. CIS Syndicate. The key members of the CIS Syndicate are the CIS representatives
from the OCE, CIS service providers, and CIS designated authorities (See Appendix 3),
every TA of the exercise and EXCON. If required, SHAPE J6 Cyberspace/ SHAPE CyOC
O-11
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

and additional SMEs can contribute. The CIS Syndicate constitutes the CIS Exercise
(planning) Team of the exercise 111. The CIS Syndicate should convene primarily in
separate session during the scheduled exercise planning conferences; however, additional
events, such as CIS site surveys or ET meetings, might be scheduled. The main functions
of the CIS Syndicate are providing a venue for discussion and agreement for the optimal
CIS solution, addressing and solving particular CIS problems, coordination holistically of
CIS provision and supporting OCE CIS OPR in the development of the CISSM, EXPLAN
Annex pertaining to Floor Plans. In addition, CIS Syndicate is to coordinate with the IM
and COI services syndicate.

b. IM Syndicate. This syndicate is led by OCE Information Manager (Annex P). The
key members are the operational staffs and the IM representatives from the OCE, ODEs
and TA of the exercise and personnel from NCISG and NCI Agency. The purpose of the
syndicate is to produce and deliver the IERs and the IM procedures enabling an effective
and efficient use of all provided CIS services. It is vital to ensure that a database
deployment plan is developed by the OCE in conjunction with the COI Services Syndicate
to ensure all information is available for the exercise.

c. COI Services Syndicate. The COI Services provide the primary means to support
the users’ operational needs as determined by the IERs. The syndicate requires the
attendance of the OCE CIS OPR, EXCON, Training Audience and the CIS providers to
ensure that the planned COI Services are meeting the IERs. The COI Services Syndicate
has to produce the COI Service diagrams and COI Service baseline listing services,
systems, versions 112, licences and COI Service managers. It will also coordinate the
provisioning of required COI Service databases through the database deployment plan.
These products, coordinated with the IM syndicate are input information for the CIS
Syndicate.

d. Security Syndicate. The Security syndicate is a one-stop shop for all security-
related issues and is led by the OCE security officer. The syndicate is responsible for the
coordination of physical and procedural security, CIS Security architecture, CIS Security
Accreditation, Communications Security (COMSEC) and Public Key Infrastructure (PKI)
coordination, Cyberspace Hygiene, Cyberspace Defence and Cyberspace situational
awareness. The Security Syndicate is to be attended by the Security and Information
assurance managers of all exercise participants, the ODE, the CIS providers and the SMA.

8. CIS Planning Deliverables 113. Some of the most common CIS planning deliverables
developed during the Exercise Planning are:

a. Information Exchange Requirement Diagrams and Matrices. IERs

development is a responsibility of the IM participants and the IM Syndicate. Draft
IERs have to be provided by the exercise participants in the IPC and finalized at latest

111 In order to avoid duplication in efforts, it is imperative that the same personnel be delegated to the participating
parent HQs J7-led Core Planning Team.
112 During major Interoperability Exercises like Steadfast Cobalt COI Services versions will be tested. The rollout of

this new version needs to be coordinated across the TA for a given exercise/stand-by period, noting that NFS
elements and Component Commands may operate National versions of the same software and have a different
schedule for software upgrades.
113 SHAPE CyOC EDMS, contains the template for of all the documents to be issued during the operations and

exercise process
O-12
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

eight months prior to conducting training block D (DEPLOYEX)/ training block E

(EMPLOYEX). The collection and collation of IERs is a primary objective during the initial
stages of CIS planning. The lack of a clear statement of IERs at the early planning stages
increases the risk that the planning is not completed in time during EP. Operational IER
data is compiled through the liaison of the OCE IM Manager with each of the TA planning
branches at the strategic and operational levels in order to determine the following:

(1) The type of data to be exchanged.

(2) Information flow between participating HQs and units including the security
domain within which the data needs to be exchanged.

(3) The primary method of data exchange (for example we can use a particular
COI service as primary and email as secondary).

The IER diagram and Matrix have to be provided by the Information Management (IM)
syndicate chaired by OCE IKM during the EGM-2.1 or during the IPC to accommodate CIS
lead times. Afterwards the IER matrix has to be finalised and validated at latest eight
months prior to conducting training block D (DEPLOYEX)/ training block E (EMPLOYEX).

For NRF/ ARF and NFS JHQ preparation exercises the use of standardized IERs is
mandatory. Maximum use of these standardized IERs is highly recommended for all other
exercises.

b. CIS Services Matrix. Once the CIS Points of Presence (PoPs) are determined and
the operational IER’s are defined, the COPA should develop and collate the CISSM on the
basis of the CISSMs provided by CIS OPRs of entities participating, and eligible for NATO
CIS support, in the exercise. The COPA will verify the final version of the CISSM during
the MPC before submitting it to CSPA for endorsement and DCOS Cyberspace approval.
The CISSM are to be verified with the relevant representatives of TA and EXCON and in
accordance with the CFAO and the NRF/ ARF MMR. Once approval process is
accomplished CISSM is sent to NCIA, CSSC and NCISG for implementation. After the
MPC, all CIS requirements requested by USERS are FROZEN and any request for change
has to be addressed CSPA. Once approved they will be provided based on the best effort.
The CISSM template available on the CSPA’s SharePoint 114 is (and can only be) an
example. This comes with a specific tasking to COPA to develop and coordinate on the
exercise specific CISSM template in order to align the matrix with the respective CIS
Services Baseline and NATO CIS portfolio. Major updates in the matrix are to be
addressed to CIS Strategic Authority for further review and update of the template once
deemed required.

c. Exercise CIS Architecture contains:

(1) Level 1 Architecture Diagram provides at least geographic locations and

participants FEs/ HQs, active users per domain. It should include information
regarding DCIS (NATO/ national), security domains, basic connectivity, required

114 A soft copy may be found in the SHAPE EDMS CyOC PLANS Branch portal which is to be updated periodically
as indicated by COPA accordingly to new general requirements.

O-13
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

uplift for static sites. It is to be developed in incremental way by COPA and finalised
during IPC.

(2) Level 1.5 Architecture Diagram, also known as Event Diagram, provides a
more granular view on the level 1 diagram. It contains locations with static, NATO
DCIS Detachments and Mission Network participants that fully participate in the
mission/ operation. It depicts their connectivity, main security domains (MS/ NS/
NU) and number of users. It is to be drafted and produced by the DCIS Coordinating
Authority, in coordination with the COPA, and the exercise participants during the
IPC and finalized before the MPC.

(3) Level 2 Architecture Diagrams, also known as Service Diagrams, are

developed by the SMA/ Technical Authority in coordination with the DCIS
Coordinating Authority and Mission Network Participants (MNPs). They depict the
dataflow in accordance with the IERs, type of instances, networks, security
domains, connectivity types, protocols, circuit speeds, crypto, etc. The
configuration details for these diagrams will be available in the CMDB. The
diagrams are reviewed during the planning cycle by the CIS Syndicate, or by CIS
sub-syndicates if these are established, and are developed for:

(a) Communications Services (i.e. Routing, Voice, VTC, Tactical, etc.).

(b) Core Services (i.e. authentication services, informal messaging

services, directory services, etc.).

(c) COI Services (i.e. text-based collaboration services, air tracks

services, targeting services, etc.).

(d) CIS Security services (i.e. firewalls, NIDS/ NIPS, data diodes, log
aggregators, Information Exchange Gateways etc.).

(4) Level 3 Architecture Diagrams are normally covered within the CMDB
provided by NCI Agency.

(5) Site and Floor Plans and Wiring Diagrams. COPA is responsible for
collecting all Site and Floor Plans and Wiring Diagrams from the TA and EXCON,
and will develop and incorporate its own Site and Floor Plans into the EXPLAN
according to the agreed timeline during MPC. Executing unit will produce Wiring
Diagrams once these are released.

d. Joining, Membership and Exit Instructions. JMEIs describe how services are
federating across the networks contributing to the federation. It contains the required
details to design, setup, verify and validate, manage and disconnect services in the
federation. It must be followed by every MNP joining, being a member and exiting the
Mission Network. JMEIs are to be developed by the SMA before FCC on exercises where
the MN approach is chosen for the exercise mission network.

e. Service Baselines enable the agreed information exchange by ensuring the

interoperability and compatibility between systems to be implemented by the training
audience. A baseline is at the very minimum defining the list of services, systems and
O-14
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

versions for the exercise. For harmonization purposes the NRF/ ARF baseline is to be
followed.

f. Configuration Management Database. CMDB storing the information about

Configuration Items (CI) required to deliver a service, its relationships providing
management and traceability of configuration details, status and dependencies that is
crucial for the service implementation.

g. Circuit List will be prepared by NCI Agency and NCISG (DCIS) in coordination with
the OCE and HN, including all requirements for the exercise.

h. Database Deployment Plan defines the content to be loaded, replicated and

utilized on every service during the exercise. The plan should at least provide details about
the data owner, size of the database, releasability, freezing dates and naming conventions.
It is to be developed by OCE IKM.

i. EXPLAN Annex on CIS. The OCE CIS OPR is responsible to coordinate the CIS
inputs into the EXPLAN Annex on CIS (actual CIS). Real Life Support (transportation,
accommodation, budget requirements to move the assets to the exercise venue, etc.) must
be reflected in the appropriate annexes.

j. CIS Support Plan (CIS SUPPLAN) for the exercise purposes is to be developed
during notional play e.g. Crisis Response Planning, once required, to support coping with
exercise MEL/ MIL injects during DEPLOYEX and EMPLYEX. Operational Level of CIS
Planning is responsible for drafting the main body of the CIS SUPPLAN obtaining and
consolidating inputs from CIS stakeholders, and further proceeding for endorsement and
approval.

k. OPLAN Annexes Q and CC. If needed, CSPA (See Reference DD) is responsible
for developing the Strategic Annex Q (CIS) to the OPLAN iccw Annex CC (Command IM).
The Operational OPLAN Annexes Q and CC will be developed by the Operational Planning
Group Cyberspace SMEs 115.

l. Warning Orders and Tasking Orders. CIS providers will provide warning and
tasking to subordinate units by means of warning and tasking order. Warning orders will
detail the level of preparedness, and Tasking Orders will initiate the implementation and
operation of the CIS support to a specific exercise.

9. Crypto Management. All crypto requirements need to be coordinated well before the
exercise. Instructions for the coordination and timelines of COMSEC requirements for NATO
Exercises can be found in AMSG 600 (Current Edition) and are included in the Appendix.
Additional advice can be obtained from NCI Agency NIATC Crypto Management cell.

10. Spectrum Management and Exercise Planning. A key feature in the planning and
conduct of NATO exercises is a clear understanding of the responsibilities, processes and
procedures used to conduct spectrum management.

115 CIS contribution to training blocks, where plans/OPLANS are required/created.

O-15
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

a. The Battlespace Spectrum Management (BSM) process contains 4 phases: Pre-

Planning Phase, Planning Phase, Execution Phase and Transition Phase. The BSM
planning shall follow the procedures given for each of these phases, as described in
STANAG 5641 AEMP-01, Spectrum Management in Military Operations, Chapter 4.

b. The CIS planners should always attempt to use the exercise as a basis for BSM
training. This will include carrying out the process, producing the BSM concept, creating
and dispatching the Radio Frequency.

c. Radiofrequency Spectrum (RFS) requirements Data Call Message, collecting and

compiling the RFS requirements, developing a BSM Plan, using computer based BSM
database software to create frequency allotments and assignments, and Joint Restricted
Frequency Lists (JRFL), use the automated software engineering tools, managing
interference resolution, and if suitable operating Direction Finder (DF) and Spectrum
Analyser tools, and practising standardised BSM reporting procedures. Further details are
provided in publication referenced at paragraph (a) above.

11. Scheme of manoeuvre for CIS (static/ deployable) Support. CIS support to major
exercises unfolds according to the following scheme once the EXPLAN (ANNEX on CIS) has
been approved. All activities have to be conducted following standard NATO procedures, security
regulations and best practices, in order to protect data integrity and confidentiality.

Figure O-2 – CIS scheme of manoeuvre

a. DEPLOYEX (1) for DCIS conducted in-garrison. This part is also known as
System Verification and Validation (S V&V) or “FLASH” mission rehearsal. This is a critical
preparation and readiness part where all participating NATO DCIS Detachments (formerly
known as NATO Deployable Points of Presence (DPoPs)) and NATO and National units
providing CIS capability will ensure that their capability is ready to be connected/ federated
in accordance with the agreed CIS Architecture. Exercise participants need to ensure that
their capability is working in isolation and it can operate according to the agreed service
requirements and provide the required level of service for their users. The aim is to verify
that:

O-16
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(1) Internal dependencies with other systems within the local area network are
met.

(2) Required hardware is in place and required software is installed.

(3) Systems are configured as per technical documentation planned during the
exercise.

This part will be regularly conducted between two - four weeks before DEPLOYEX (2).
The outcome of this part need to be reported by every exercise participant to the SMA/
Technical Authority. All units must have declared their technical readiness during this part.

b. DEPLOYEX (2). Force activation, deployment and RSOM for DCIS. Physical setup
is conducted for all CIS providers including static locations. Endstate: Capabilities per
location tested in isolation, pre-configured for interconnections and data exchange awaiting
federation.

c. DEPLOYEX (3). Also known as CIS/ IM Setup & Validation (CIS/ IM S&V) part.
Exercise participants will ensure that they are reachable and usable by others in the
network by setting up the federation (interconnection and data exchange/ interoperability
in accordance with the IS Architecture Level 1.5 and 2 diagrams and the CIS Verification
and Validation Plan developed by COPA). According to the statement declared in the
Plan, the progress of NATO CIS validation is to be reported to SMA/ Technical Authority
and COPA. Upon completion, a technical readiness of CIS will be declared by the SMA/
Technical Authority to COPA.

d. DEPLOYEX (4). Once the technical readiness is declared by the SMA/ Technical
Authority the operational test is conducted by CoI Services Functional Managers/ SME and
IM community. If test are successful the OCE CIS OPR will report the operational
readiness to the OCE in order to announce the STARTEX.

e. Training Block EMPLOYEX. Also known as the execution of the exercise which
starts after the OCE announces STARTEX. During this part, CIS exercise participants will
ensure the O&M of the established CIS Architecture.

f. If MN approach is chosen for the exercise mission network, the federation exiting
part will be conducted to ensure a coordinated and clean disconnection of exercise
participants from the mission network following the instructions detailed in the JMEIs.

g. Once ENDEX is announced, NATO CIS deployed solely for the exercise purposes
is to be tore down and redeployed to home location. It should be conducted soon as
possible so as not to interfere with other exercises through keeping NATO CIS
unnecessary long. The CSPA endorsement letter approving DCEP movement will also
indicate the equipment return date.

12. Lessons Learned. Lessons Learned are important for the improvement of CIS
operational employment and of their support to the exercises. The exercise stakeholders will use
the exercise reporting and the respective handling of exercise lessons processes to communicate
both exercise and operationally related lessons learned. CSPA will, in most cases, be the

O-17
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

appropriate Tasking Authority to address these lessons learned. For NATO DCIS, NCISG is
responsible to collect observations in support of the Lessons Learned process.

13. CIS Planning Matrix. CIS Planning Matrix under Appendix 1 provides a high level
graphical representation of the timeframe and activities to be conducted during the exercise
planning process as well as a detail view listing the main CIS related activities, responsibilities
and deadlines. In order to allow CSPA and CIS service providers to proceed efficiently with
planning, balancing the effects of other tasks, and to meet the related timelines it is essential that
pre-timelines are met. If MN approach is chosen, the MN Roles and Responsibilities defined
within the MN specific ToRs. If no MN ToR are available, the R&R definition must be depicted in
the EXSPEC document.

APPENDICES:

1. CIS Planning Matrix

2. CIS Designated Authorities
3. FMN Considerations for CIS Planning in NATO Collective Training and Exercises

O-18
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 1 TO
ANNEX O TO
Bi-SCD 075-003
DATED 01 SEP 23

CIS PLANNING MATRIX

Figure O-1-1 – CIS Planning Matrix

O-1-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

# Title Short Description Action Suspense Status

1. MTEP Check if the exercise is included in the MTEP OSE Pre-IPC
NON MTEP Conduct required coordination with SHAPE in terms of
2. OSE Pre-IPC
EXERCISE operational validation.
EXSPEC ready and approved, including Cyberspace training
and exercises objectives, NCI Agency/ NCISG (static and
3. EXSPEC deployed) tasks, exercise locations, participants and strategic OSE Pre-IPC
approach for the network(s) of the exercise. By default in NATO
exercises, are to use Mission Network as a primary domain.
Check exercise is properly funded. Check with NCI Agency/
Pre-IPC (one
NCISG (static and deployed) all areas (TDY, shipping, COPA/
4. FUNDING year prior to
consumables, and leased lines, fuel) to assess any possible NCISG (DCIS)
DEPLOYEX)
gaps/ adjustments.
Develop prior
COPA/
Develop and deliver Initial Information Exchange Requirements, the IPC.
5. INITIAL IER participating
including information flow. Delivery
entities
during IPC
ARCHITECTURE
6. Develop Architecture Level 1 Diagram. COPA IPC
LEVEL 1 DIAGRAM
Assess new equipment requirements and report to OSE for a
7. NEW EQUIPMENT COPA IPC
way forward.
Develop draft CISSM, clearly identifying provision requested
from NCI Agency/ NCISG (static and deployed) and the ones
8. INITIAL CISSM COPA IPC
provided by other sources; identify if support from Static
environment (NCI Agency) is involved.
OCE/
In order to cover requirements that are over and above SLAs,
All stakeholders
CRF are to be used and raised to NCIA Agency.
who need
9. CRF PROCESS A clear process together with deadlines and responsibilities have IPC
additional CIS
to be established during IPC in order to lay down who is
support beyond
responsible for what and when.
SLA/ service
O-1-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

support
package (SSP)
Conduct staff check based on above listed information (Level 1
diagram, Initial IER, Initial CIS Services Matrix). This should be
done in coordination with all CIS providers (NATO or National).
- Balance requirements vs. existing capabilities and identify
shortfalls if any.
INITIAL CIS NCI Agency
10. - Identify if additional circuits or if upgrade of existing IPC
ANALYSIS NCISG (DCIS)
connectivity are required.
- Identify if staffing augmentation from NCI Agency is required
(and is eligible) in Static or deployed location.
- Refine overall cost estimates and staff issues with COPA and
SHAPE Budget Officers, if any.
Ensure CIS personnel receive at each locations support for
RLS Food, Accommodations, FA, Class III (POL), engineering
11. COPA IPC/ MPC
(CLASS I, III, IV) (Crane), etc. as required. This should be inserted in the EXPLAN
and HN SOR, if applicable.
INITIAL CIS Based on initial CIS analysis made by NCISG and NCI Agency, IPC + 2
12. COPA
ASSESMENT provide CSPA with Initial CIS Assessment. weeks
PROPOSE
Propose SHAPE CSPA and COPA with Cyberspace options and NCI Agency IPC + 3
13. CYBERSPACE
preferable solution. NCISG (DCIS) weeks
SOLUTION
SHAPE J6/
Draft, co-ordinate and release SHAPE, NCISG, NCI Agency CyOC IPC + 4
14. WARNING ORDER
Warning Orders as required. NCISG (DCIS) weeks
NCI Agency
ARCHITECTURE
15. Develop Architecture level 1.5 diagram. DCCA Pre-MPC
LEVEL 1.5 DIAGRAM
REVIEW
SMA/ Technical
16. ARCHITECTURE Review Architecture level 1.5 diagram. Pre MPC
Authority/
LEVEL 1.5 DIAGRAM
O-1-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

NCISG (DCIS)/
OCE
Execute Site Survey, together with NCISG/ NCI Agency IOT COPA, NCISG
identify issues WRT SATCOM sites (Elevation – Azimuth), (NSBs), NCI
17. SITE SURVEYs terrestrial connectivity, LOS, Cabling Plan (CP), etc. NCISG Agency, Before MPC
supporting units to participate IAW Warning Order (WO). participating
Develop the Floor Plans. entities
At latest 8
months prior
18. FINAL IER Present final version of Information Exchange Requirements. COPA to
DEPLOYEX

Develop EXPLAN Annex V (CIS-Cyber) in co-ordination with all

19. EXPLAN – Annex V COPA MPC
CIS planners.
Present final version of required documents containing services
20. Final CISSM COPA MPC
and equipment deploying.
Finalise CIS-Cyber Analysis based on final information.
- Based on Final requirements and availabilities, identify exact
NATO static/ deployable equipment to be engaged and identify
shortfalls, if any.
REFINE CIS NCI Agency
21. - Identify final funding issues for CIS-Cyber. MPC
ANALYSIS NCISG (DCIS)
- Identify final personnel reinforcement requirements from NCI
Agency in Static or deployed location
- Identify final equipment augmentation requirements from the
DCIS Equipment Pool (DCEP).
COPA,
Provide NCI Agency/ NCISG with Floors Plan (in line with
22. FLOOR PLANS participating MPC
CISSM).
entities
COPA/ NLT 90 days
In order to cover requirements that are over and above CSLA,
23. CRF All stakeholders before
SLAs, CRF is to be submitted to NCI Agency.
who need delivery
O-1-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

additional CIS
support beyond
SLA/ service
support
package (SSP)
Agree on the service baselines enabling the agreed information
exchange by ensuring the interoperability and compatibility SMA/ Technical
between systems to be implemented by the training audience. A Authority/
24. SERVICE BASELINES MPC
baseline is at least defining the list of services, systems and NCISG (DCIS)/
versions for the exercise. For harmonization purposes the NRF/ OCE/ TA
ARF baseline is to be followed.
Check if Military or Civilian Accommodations are available and
25. ACCOMMODATIONS OCE MPC
provide POC (e.g. J1/ J4).
CoI SERVICES POC Develop CoI Services POC List (first draft at MPC and the final
26. OCE/ Units MPC
LIST version at FCC).
SITE SECURITY Develop the Site Security Compliance Statement (SSCS) to
27. COMPLIANCE provide it to SHAPE J2X for the network instance’s accreditation HN/ NCISG MPC
STATEMENT (SSCS) (first draft, second draft at TCC, final version at FCC+2 weeks).
Develop Statement of Compliance to provide it to SHAPE J2X
STATE OF for the network instance’s accreditation (coordinate the
28. MPC
COMPLIANCE (SOC) requirements at MPC, initial draft at TCC, and develop the final
version at FCC).
TERESTIAL OCE/ NCI
29. Propose Terrestrial Topology. MPC
CONNECTIVITY Agency/ HN
Based on final Cyberspace analysis, provide CSPA and COPA NCI Agency MPC + 2
30. FINAL CIS ANALYSIS
with FINAL CIS ANALYSYS. NCISG (DCIS) weeks
FINAL CIS Based on Final CIS Analysis made by NCISG and NCI Agency, MPC + 3
31. COPA
ASSESSMENT provide CSPA with Final CIS Assessment. weeks
Comme
COMMERCIAL Circuits that extend connectivity from NATO static infrastructure
32. DCCA MPC rcial
CIRCUIT REQUEST to NATO DCIS Detachments using commercial Local Providers.
CIRCUI
O-1-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

When Host Nation support is required, it should be included into T

the Statement of Requirements. NCI Agency. Reques
ts
Nationa
l
Defenc
Circuits that extend connectivity from NATO static infrastructure e
NATIONAL DEFENSE
to NDDs using National Defence Networks. This request should Networ
33. NETWORK CIRCUIT DCCA MPC
be included into the Statement of Requirements to the Host k
REQUEST
Nation. CIRCUI
T
Reques
ts
CONFIGURATION Provide SMA/ Technical Authority with the configuration data for MPC + 3
34. TA + EXCON
DATA the CIS Services. weeks
Service MPC + 3
35. TASKING ORDER Service providers to draft their Tasking Order as required.
Providers weeks
MULTI NATIONAL
Contribute to the MNDDP (Advance Party, Main body, rear, TA + NCISG MPC + 3
36. DETAILED
equipment, etc.) which is de-conflicted by the JSEC. (DCIS) weeks
DEPLOYMENT PLAN
- Develop deployment Plan for Core Equipment/ Capabilities
CEC (DCIS) with or without Personnel depending of duties and
TRANSPORTATION
constraints. NCISG (DCIS) MPC + 3
37. OF DCIS/ SHIPMENT
- Combine this with shipment/ transportation of User equipment NCI Agency weeks
OF DCEP PLANS
and any other deploying NATO DCIS assets (e.g. JCOP,
TACSAT, mobile phones etc.) which could be distributed on site.
NATO SERVICE Initiate and submit NATO Service Requests (SR) through NCI MPC + 4
38. OCE/ TA/ NSB
REQUEST Agency for all connections to NATO. weeks
NCI Agency
LIST OF Based on CIS Services Matrix, Floor Plans and Site Survey MPC + 4
39. (Static),
CONSUMABLES provide NCI Agency (Static)/ NCISG (DCIS) with a list of weeks
NCISG (DCIS)
O-1-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Consumables (cables, connectors, etc.) for funding approval and

proceed with purchase.
FUNDING FOR NCI Agency
Based on list provided by CSUs/ NSBs, provide Funding for MPC + 4
40. CONSUMABLES CO- (Static)
Purchase through NCI Agency (Static)/ NCISG (DCIS). weeks
ORDINATED NCISG (DCIS)
MPC + 4
41. TACSAT (UHF) Requests the channels and TACSAT radios to NCI Agency. COPA
weeks
Design architecture with bandwidth details, conduct assets
allocation. Develop and submits the SATCOM plan for SHF MPC + 4
42. SATCOM PLANNING NCISG
directly to NCI Agency according to the architecture and weeks
SATCOM assets assigned.
Submit:
MPC + 4
- A Formal “Call out” message to the Controlling Authorities 116
weeks
requesting to use their crypto keys.
CRYPTO CALLING But not later
43. -A message addressed to all participants requesting the amount COPA
MSG than 120
of Keys needed.
days before
- COMSEC Distribution Plan Formal message to DACAN and
CIS/ IM S&V
NIATC requesting distribution of their keys.
MPC + 4
Coordinate and develop the Voice Dialling Plan for the exercise,
44. VOICE DIALING PLAN COPA weeks (NLT
in conjunction with NCI Agency.
TCC)
MPC+6
TECHNICAL Technical meeting with SMA/ Technical Authority and all service
COPA, weeks
45. COORDINATION providers involved in the exercise to develop the implementation
DCIS (NLT FCC -4
CONFERENCE (TCC) details of the CIS architecture
weeks)
INITIAL
Develop architecture level 2 diagrams (Communications, Core, SMA/ Technical
46. ARCHITECTURE Pre-TCC
COI Services…) Authority
LEVEL 2 DIAGRAMS

116 DACAN and NIATC

O-1-7
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Review the first draft of the Database deployment plan defining

the content to be loaded, replicated and utilized on every service
DRAFT DATABASE
47. during the exercise. The plan should at least provide details OCE IM Pre-TCC
DEPLOYMENT PLAN
about the data owner, size of the database, releasability,
freezing dates and naming conventions.
REVIEW
Review architecture level 2 diagrams (Communications, Core, SMA/ Technical
48. ARCHITECTURE TCC
COI Services…) Authority
LEVEL 2 DIAGRAM
TERRESTIAL NCI Agency/
49. Design final version of terrestrial topology. TCC
CONNECTIVITY COPA/ HN
FINAL
SMA/ Technical TCC + 2
50. ARCHITECTURE Finalize Architecture level 2 diagram.
Authority weeks
LEVEL 2 DIAGRAM
BATTLE SPACE MPC + 8
51. SPECTRUM Release Battlespace Spectrum Management Plan. COPA weeks
MANAGEMENT PLAN FCC-4 weeks
PURCHASE ORDER Once the price proposal received based on the CRF submitted is Exercise Budget FCC- 3
52.
RELEASE accepted Purchase Order is released to NCI Agency. Holder weeks
Finalize the Database deployment plan defining the content to
FINAL DATABASE FCC – 2
53. be loaded, replicated and utilized on every service during the OCE IM
DEPLOYMENT PLAN weeks
exercise.
Details regarding Level 3 Architecture Diagrams are developed SMA/ Technical FCC – 2
54. CMDB
and inserted to CMDB. Authority weeks
DISCONNECTION Develop disconnection and tear down plan including security
55. AND TEAR DOWN regulations (HDD wiping…) and exiting instructions if Federated COPA FCC-1 week
PLAN Approach is chosen for the exercise MN
Develop Security Plan for the exercise sites supported by NATO
56. SECURITY PLAN HN/ NCISG FCC
CIS.
CIS VERIFICATION Develop CIS Verification and Validation Plan describing CIS/ IM
57. AND VALIDATION Setup & Validation (CIS/ IM S&V) responsibilities and reporting COPA FCC
PLAN system.
O-1-8
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Request DACAN and NIATC (managed keys) to ship required

copies of keys to the Exercises participants via their Distribution
Authority.
CRYPTO 90 days prior
58. For NATO managed crypto, the CIS Architecture level 3 Routing COPA
DISTRIBUTION CIS/ IM S&V
diagram is to be completed with location IDs and PZIDs.
The keymat will be distributed to the exercise participants via
their NATO or National Crypto Custodians.
- NIATC should have received the final network diagram with all
IP addresses even if it has not been accredited yet.
CRYPTO - All Keymat should be received at every exercise location/ CIS/ IM S& V
59. NCI Agency
AVAILABILITY participant. – 45 days
- Service Request Tracking System (SRTS) must be initiated.
NIATC will add the assigned PZIDs directly on the SRTS.
- NCI Agency should receive service requests on SRTS for the
exercise.
- NIATC OPS Centre NCN 254 6666 will produce the
CRYPTO CIS/ IM S&V
60. Configuration Sheets (CS) based on the SRTS including the NCI Agency
CONFIGURATION – 30 days
accreditation status.
- NIATC OPS Centre will send the Configuration sheets to
exercise participants.
OVERALL BATTLE Provide NCI Agency with the Global VTC Schedules for further
FCC + 1
61. RHYTHM AND VTC Tracking and for identifying conflicts (if not completed yet by COPA
week
SCHEDULE OCE Command Group).
GLOBAL ADDRESS Provide NCI Agency (Static)/ NCISG (DCIS) with user accounts FCC + 1
62. OCE
LIST and Global Address List based on CE List. week
Prepare and implement on National and NATO Boundary Service
ENABLING AGREED Protection Devices (FW, Mailguard, cross-domain capabilities…) providers FCC + 2
63.
DATA FLOW the agreed dataflow depicted in the architecture level 3 diagrams NCI Agency Weeks
using the configuration data hosted in the CMDB. (NATO CIS)

O-1-9
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Submit the request for the exercise interconnection Accreditation

FCC + 3
64. ISA/ LSA (REQUEST) to the appropriate Accreditation Authority in accordance to the COPA
weeks
governance model that applies to that network.
EXERCISE
FCC+4
65. ACCREDITATION Submit final version of Exercise Accreditation Statement. SAA
weeks
STATEMENT
DATABASE
Prior to
66. REPLICATION Develop final version of the database replication matrix. OCE IM
DEPLOYEX
MATRIX
2 to 4 weeks
SYSTEM
Prepare, test and validate locally all systems in preparation for Service prior
67. VERIFICATION&
the exercise. providers DEPLOYEX
VALIDATION (FLASH)
(1).
Service DEPLOYEX
68. DEPLOYMENT OCE assumes OPCON of allocated forces after deployment.
providers (2) for DCIS
Establish the federation (interconnection and data exchange/ DEPLOYEX
Service
69. SETUP interoperability) as agreed in the CIS architecture Level 2 (3), CIS/ IM
Providers
Architecture Diagrams. S&V
- Sub-phase where exercise participants check that they are
reachable and usable by others in the network, ensuring that any
external dependencies are met. DEPLOYEX
TECHNICAL SMA/ Technical
70. - Based on the outcome, the SMA/ Technical Authority will (3),
READINESS Authority
declare the technical readiness of the CIS Architecture for the CIS/ IM S&V
exercise to the OCE CIS OPR so that the operational readiness
can start.
Sub-phase where IMs and COI Service Managers will check the
OPERATIONAL DEPLOYEX
71. operational readiness of the implemented CIS Architecture. The COPA
READINESS (4)
outcome will determine the announcement of STARTEX
OPERATION & During Sub-Phase IIIB, also known as the execution phase of Service
72. EMPLOYEX
MAINTENANCE the exercise which starts after the OCE announces STARTEX, providers

O-1-10
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

CIS exercise participants will ensure the O&M of the established

CIS Architecture.
DISCONNECTION Service
73. After ENDEX, execute disconnection and tear down plan. ENDEX
AND TEAR DOWN providers
TA, NCISG, NCI ENDEX + 1
74. REDEPLOYMENT After TEAR DOWN redeploy DCIS and DCEP.
Agency day
SHAPE J7
LESSONS CyOC ENDEX + 2
75. Incorporate CIS Lessons Identified in FIR.
IDENTIFIED JFCs weeks
SCCs
SHAPE J7
CyOC ENDEX + 2
76. EVAL Evaluation.
JFCs 117 weeks
SCCs

117 For STCO, the JFCs, as NRF/ ARF COM, are appointed as evaluators
O-1-11
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

O-1-12
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 2 TO
ANNEX O TO
Bi-SCD 075-003
DATED 01 SEP 23
CIS DESIGNATED AUTHORITIES

1. The below listed CIS authorities are by default and apply to the NCS:

Authority Entity/ Role

CIS Strategic Planning Authority (CSPA) SHAPE J6/ CyOC
CIS Operational Planning Authority (COPA) OCE CIS
DCIS Coordinating Authority (DCCA) NCISG
Service Management Authority (SMA) NCI Agency
Technical Authority NCI Agency

2. An Authority cannot be delegated, only responsibilities of it can, on a case-by-case basis,

be considered for delegation after negotiation and agreement between two entities.

3. Definitions and Explanations

a. CIS Strategic Planning Authority. The Authority responsible for leading the
overall NATO strategy in regards to CIS provision for exercises and operations. Providing
strategic direction and guidance for the CIS planning, responsible for orchestration of the
CIS planning processes among various planning entities, managing from the strategic
perspective NATO CIS assets, responsible for solving CIS problems, which cannot be
solved on the lower planning echelons due to outdated directives, conflicting operational
requirements. The Authority is responsible for synchronizing the CIS processes among
different exercises and operations in relation to NATO CIS assets and providing general
concept of CIS provision to meet strategic intention and objectives.

b. CIS Operational Planning Authority. The Authority responsible for organizing,

implementing, leading and conducting overall CIS planning process to provide CIS
provision which will meet the operational requirements. The Authority cooperates with CIS
providers and other entities to establish feasible CIS solution, following strategic directions
and guidance and translating operational requirements to semi technical design. Where
no agreement can be reached or directions and guidelines are ambiguous, disputes are
referred to the CIS Strategic Planning Authority for resolution.

c. Service Management Authority. If MN Approach is chosen for the exercise

Mission Network, the authority to fulfil the roles of the Design Authority (DA) and the
Operating Authority (OA) for the federation of the Mission Networks.

d. Technical Authority. The authority responsible for orchestrating a technically

coherent, stable CIS environment and maintaining an appropriate level of control over
technical aspects throughout its lifespan.

O-2-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

O-2-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 3 TO
ANNEX O TO
Bi-SCD 075-003
DATED 01 SEP 23

FMN CONSIDERATIONS FOR CIS PLANNING IN NATO COLLECTIVE TRAINING AND

EXERCISES

1. Purpose. The purpose of this appendix is to elaborate on Federated Mission Networking,

and FMN principles that apply to collective training and exercise activities, in order to implement
Mission Networks. It will also guide Exercise planners in order to facilitate the integration of FMN
principles, products and processes (FMN PPPs) 118.

2. FMN Introduction

a. The FMN concept was approved by the NATO Military Committee in 2012 and
stems from lessons learned during operations in Afghanistan where NATO and coalition
forces could not communicate effectively and share theatre related guidance, information
and intelligence. These communication gaps increased risks to life, blocked valuable
resources and reduced efficiency.

b. Therefore, the FMN initiative is a business change activity within and across all FMN
Affiliates that puts interoperability at the forefront of capability development. Realising the
operational benefits of federation requires a change to the way that the business of
“interoperability” is performed by FMN Affiliates. Persistent networking between FMN
Affiliates shall enhance the interoperability in the three dimensions: people, process and
technology.

c. FMN PPPs enhances Mission Networks and helps NATO and Partner forces to
better communicate, train and operate together. FMN PPPs enables the rapid instantiation
of mission networks by federating NATO, NATO nations and Mission Partner capabilities,
thereby enhancing interoperability, information sharing and collaboration. A spiral
approach is used to continuously increase the services and capabilities that can be
federated within a mission network, with new Spiral Specifications being approved every
2-3 years.

3. Guidance to integrate FMN in support of NATO Exercises

a. Basic knowledge and understanding of FMN PPPs should be considered as a pre-

requisite for the Exercise Mission Network Participants (planners and operators) and
should be established early. Eventually, Academics could be tailored to compensate for
gaps.

b. The FMN PPPs can be found on the NCIA DNBL Portal

(http://dnbl.ncia.nato.int/FMN) and ACTs Tidepedia portal (http://tide.act.nato.int). If
additional advice or guidance on the use of FMN PPPs is required, exercise planners are

Also other documents produced by the FMN Framework as well as MN Authorities (e.g. SHAPE J6 for NRF/ ARF)
118

may provide information to help Exercise planners to implement FMN in MN Instantiations.

O-3-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

encouraged to contact the FMN Secretariat via their respective Affiliation representatives
(Liaison Officers or national coordinators). E-mail: [email protected].

c. Table O-3-1 provides a check-list based on feedback from exercise planners

implementing FMN PPPs in past exercises. This non-exhaustive list 119 should be
considered as a best practice on how to implement FMN PPPs in a timely fashion. It should
be tailored, taking into account the Exercise requirements and the respective Mission
Network Environment, before it is applied.

What Why When/ Event Output

Get access to relevant FMN Understand FMN EGM-1.1 MN Instantiation

documents (ref. Section 5b) Principles, products and Guidance, initial
(Before
processes to be inputs to
- JMEIs ESC)
implemented, including Academics
- MN Governance and
how to establish the MN
Management Template.
Governance and
- Lessons Learned/ Best
Management (G&M)
practices
Structure.
- …

As needed, establish contact Get timely advice and

with FMN SMEs 120 such as: guidance on the use of
FMN PPP, LL/ Best
- FMN WGs,
practices, etc.
- FMN Secretariat

Discuss MN G&M Structure, Get MNP, bodies and EGM-1.1

roles and responsibilities (incl. authorities involved
Authorities)

Present COAs about the MN Get agreement in EGM-1.2 Input for EXPEC
G&M Structure, roles and principle on the MN G&M
responsibilities (incl. Structure, roles and
Authorities) and get responsibilities
agreement in principle
MN Gap Analysis
Start MN Gap Analysis and Identify SWOT121 within TCC 1
document (SWOT
mitigations (Ref: IERs, the MN in order to: (Before analysis)
CISSM, FMN Baseline, CIAV - Mitigate risks ESC)
Scorecards) - Resolve issues
Describe the MN G&M Timely Kick-off for ESC MN G&M
Structure, Role and establishing the MN G&M Directive or other
responsibilities based on the Structure document
template – tailored as needed covering this.

119 A more comprehensive check-list can be found on the referenced web-portals.

120 Mailbox to establish contact: [email protected]
121 Strengths, Weaknesses, Opportunities and Threats

O-3-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Initiate discussion and start Timely development of MPC

developing the MN JMEIs, required products
Security Documents, Product
Baseline, Configuration
Baseline, IM Plan, SLAs (and
MOUs if needed)

Develop MN JMEIs, Security Timely development of TCC 2 (After

Documents, Product Baseline, required products MPC, JMEI
Configuration Baseline workshop)

TCC 3 (After - MN G&M SOPs

MN Products Finalisation Required products
- MN JMEIs
FCC)
- MN Baseline
- MN SAS and
Security Docs
- SLAs (& MOUs)
Contribute feedback on the Necessary for improving AAR Input for Lessons
use of FMN and FMN PPPs and will Learned
recommendations to improve contribute to improve
FMN Framework Products. future MN Instantiations
Table O-3-1 – Check list for best practice inclusion of FMN PPPs in exercise planning/ preparation

d. Table O-3-2 provides a list of FMN products to be considered for use when planning
and implementing Mission Network Instantiations. Tailoring of FMN Framework provided
products is most probably needed in order to achieve exercise objectives.

PRE-REQUISITES (Before deploying capabilities)

Product Comment

FMN Educational slide decks: Can be used or adapted to cover various

FMN educational/ training requirements
- FMN-101: FMN Basics
(Academics…)
- FMN-201: FMN for Practitioners
- FMN-301: FMN for Experts

Change Management Process

- FMN Baseline

CIAV Scorecards (dashboard) Validated interoperability status for FMN

Affiliates.

Accreditation, Validation and Verification (AV&V) Note that some exercises may aim to
Process (CIAV). conduct AV&V activities.
- IO Core Tool
- Test cases (for service instructions)
- Use cases (for procedural instructions)
O-3-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

- Coalition Verification and Validation

Environment (CV2E – Battle Lab)

MISSION NETWORK INSTANTIATION PRODUCTS (& TEMPLATES), PROCESSES

What Comment

MN Governance and Management Directive

Template

Joining, Membership and Exit Instructions Required products for MN instantiations.

Templates

FMN Capability Delivery Process Guidelines and Templates for assessing

and evaluating MN where FMN is applied.
- Interim Assessment Form (only for Spiral 3)
- Federated Interoperability Training
Supplement (from Spiral 4)

FMN Lessons learned Process Templates and process for providing

feedback on the use of FMN PPP.
- Offline Observation Form
Table O-3-2 – Overview of FMN Products and Processes to be considered for use in MN
Instantiations (non-exhaustive)

e. One of the key element of success is the establishment of a Mission Network

Governance and Management Structure as early as possible within the Planning phase of
the activity.

f. In other to get as much benefit as possible from the use of FMN products and
processes, and to help improve them, it is recommended that exercise planners/
participants (implementing FMN in MN Instantiations) contribute observations through the
FMN Lessons Learned process. This is necessary to continually improve FMN PPPs.

4. Additional considerations

a. Following the approach “train as you fight”, it is recommended to take into account
the same considerations for FMN as described in MC 0593 (Minimum level of command
and control service capabilities in support of combined joint NATO led operations) and MC
0640 (Minimum level of communication and information systems capabilities at land
tactical level).

O-3-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ANNEX P TO
Bi-SCD 075-003
DATED 01 SEP 23

GUIDE FOR INFORMATION AND KNOWLEDGE MANAGEMENT SUPPORT TO NATO

EXERCISES

1. Scope. This annex is derived from NATO Information and Knowledge Management Policy
and Directives (see References FF to HH) and provides general guidance for the training
audience, including EXCON with respect to compliance with NATO IKM policy and directives
throughout the EP.

2. Aim. The aim of IKM is to enable an efficient decision-making process throughout the
headquarters and the force. IKM processes and tools shall be as close as possible to daily
business in order to avoid users’ confusion and mishandling. NATO Information Management
Policy (NIMP) provides the framework, which shall lead the OCE information manager in the
scripting of the IKM annex to the EXPLAN. Responsibilities are depicted in the Primary Directive
for Information Management (PDIM).

3. Roles and Responsibilities

a. OSE IKM Officer. The OSE IKM Officer provides OSE, OCE, ODE, TA OPRs with
direction and guidance on information management as part of the EXSPEC. In so doing,
the focus is particularly on the involvement/participation of any NNEs. In this matter, the
IKM Officer is to coordinate with SHAPE PD, which is responsible for the application of any
new releasability markings to the International Military Staff (IMS). The IKM Officer is to
ensure that the information management is conducted in accordance with NATO policy
and directives during the preparation and the execution of the exercise.

b. OCE IKM Senior Official. The OCE COS is the IKM Senior Official for the exercise,
and can be represented by the OCE OPR during the exercise preparation stages. The
IKM Senior Official is responsible for the IERs, the processing of information (naming,
marking, labelling), the backup, the records and the archiving of the exercise’s data.

c. OCE IKM Officer. The OCE IKM Officer is responsible to provide all participants
with direction and guidance for IKM during exercise preparation and conduct of
training/exercise events. The IKM Officer is a full time member of the EG for exercise
preparation, planning, product development and conduct, and participates in all meetings
as the information management advisor. The OCE IKM Officer liaises and coordinates
with all TA and EXCON information managers for IKM requirements as well as NCIA and
NCISG for technical support. The IKM manager is to:

(1) Lead the IKM syndicate.

(2) Chair the IER workshop.

(3) Develop the IKM annex of the EXPLAN.

(4) Ensure IKM tools are available and tested in the different exercise networks
prior to the conduct of the exercise’s training blocks.

P-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(5) Coordinate IKM training for all exercise participants.

(6) Setup an IKM Governance structure (WG, Board) during the execution of the
activity with TA information managers and internally within the OCE body.

d. TA and EXCON Information Managers. TA and EXCON information managers

are to participate in all planning conferences. They participate in the IKM syndicate and
contribute to the CIS and FS syndicates as required. Their main tasks are to:

(1) Contribute to the drafting of IERs relevant to the respective TAs and EXCON.

(2) Identify associated entity users’ access permissions to all resources

containing exercise information.

(3) Contribution to the definition of exercise web services architecture, FS

requirements, layout, permissions, conventions, file transfer and content.

(4) Develop their own IKM plans within their units based on the IKM annex of the
EXPLAN.

(5) Support the OCE with the testing of the information environment during S&V.

4. Planning. OCE IKM is responsible for the effective information management throughout
the preparation, conduct and archiving of an exercise, proposing coordinated decisions for the
IKM Senior Official (COS OCE) to approve. OCE IKM Officer coordinates with OPS, CIS and
COI services syndicates (see Annex O) providing IKM advice in support of the development of
their products.

In the scheduling and chairing of the IKM syndicate and the IER workshop, OCE IKM is to
coordinate closely with the OCE CIS OPR.

a. In the course of the EXSPEC development (Stage 1 of the EP), assess the need for
an IKM plan or for IKM coordinating instructions to be followed during the exercise planning
stage (Stage 2). This plan or instructions will need to focus on how the exercise planners
will exchange information, what web repositories to use, and similar issues.

b. After the first Stage 2 EGM (EGM-2.1) and before the IPC, OCE IKM leads the IER
workshop/syndicate. The key members of the IKM syndicate are the operational staffs and
the IKM representatives from the OCE, SHAPE CYBER-CyOC/J6, EXCON and TA of the
exercise as well as personnel from NCISG and NCIA. The purpose of the
workshop/syndicate is to produce and deliver the IER.

c. Draft the IERs, and consider the implications for required COI services per network.

d. Chair the IKM syndicate at all exercise meetings/conferences. Draft the EXPLAN
IKM annex, consisting of the IKM procedures to enable an effective and efficient use of all
provided CIS services in all phases of the exercise (e.g. for e-mail use, e-mail
classifications, e-mail user groups, e-mail exercise names, AIFS Integrated Message
System (AIMS), Address Indicator Groups (AIGs) and Releasing Authority(s), JCHAT user
groups, file storage policies, exercise web content, file transfer policies, as well as a
P-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

common planning web space allowing for collaborative and parallel planning). The IERs
are finalised at the MPC or at the latest 8 months before STARTEX iccw CIS working
group.

e. Assess whether a separate IKM plan will be required for the CRP training block
(training block C) in case the EXPLAN IKM annex is not ready by the time training block C
starts.

f. Coordinate with CIS and COI services syndicates on the implementation of the IER
and the migration plan, to ensure all exercise information (including within COI services
databases) is transferred from the static to deployed environments and vice versa.

g. Coordinate with the OPS syndicate (and its sub-syndicates) in order to continuously
verify IERs and to inform the OPS syndicate on the solutions chosen to fulfil their IERs.

Figure P-1 depicts the IM products due dates and responsibilities alongside with the
exercise process.

Figure P-1 – IM products delivery and responsibilities.

h. Initial Planning Conference IKM Subjects. At the IPC, OCE IKM Officer and IKM
SMEs contribute to the CIS and COI syndicates and coordinate with the OPS syndicate.
OCE IKM has to make sure that the following are taken into consideration:

(1) Security domains that will be required (NS, MN, NU, National) at each
location. An overview of which processes will be conducted wholly within a single
security domain, and which processes will bridge multiple security domains.

(2) Availability and constraints of NATO and National CIS systems (including C2
and Situational Awareness systems) intended to support the event, software
applications, COI services, databases, web services, planning tools, and simulation
systems that will be required.

(3) The COI FS are providing the support to the users’ operational needs as
determined by the IERs. The CoI services syndicate has to produce the COI
services matrix and coordinate the provisioning of their databases.

(4) Scope and impact of any NNE involvement/participation levels.

(5) Agree on which IKM deliverables are due to other syndicates and the timeline
for these deliverables.

P-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

i. Main Planning Conference IKM Subjects. At the MPC, the OCE IKM coordinates
with the TA and EXCON IKM for validating the IKM annex to the EXPLAN, to include:

(1) Develop and agree on an exercise web services architecture (to include
portal, document management, task management, remote access management)
and delineate responsibilities accordingly.

(2) Establish and verify a common understanding of the E-mail procedures

between TA elements (to include the EXCON) including display and naming
convention and classification headers.

(3) Establish and verify a common understanding of the electronic ways of

working, including direction and guidance for portal design and document
templates.

(4) Evaluate IKM procedural and CIS security issues, especially when
considering the involvement of NNEs.

j. Technical Coordination Conference IKM Subjects. At the TCC, the OCE IKM
Officer participation is imperative, whereas TA and EXCON IKM will participate as required.
Primary tasks include:

(1) Ensure that the technical solution discussed and chosen will fit and satisfy
the original IERs.

(2) Provide minor updates, if any, on the original IERs due to changes in the
operational concept post CRP. This can only occur if the TCC is more than eight
months from execution phase.

(3) Upon request from the CIS and COI communities, provide answers and
clarification on IKM matters (timeline for CIS/IM V&V).

k. Final Coordination Conference IKM Subjects. At the FCC, the IKM syndicate
will verify all the content of the IKM annex, resolving any aspects (in particular the
coordination and agreement on the timelines/key dates that are established on this
document) or any other open issues. IKM OPR coordinates with CIS OPR on the
organisation of information management testing and validation to be executed prior to the
STARTEX. This includes the configuration and permissions, according to users’
requirements.

5. IKM Annex to EXPLAN. IKM annex to the EXPLAN is an IKM plan 122 and shall contain
the following:

a. Information naming and labelling.

b. Direction for cross-domain information exchange.

122 Use the structure of the IM plan as per Reference II.

P-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

c. Exercise templates for portal, documents, presentation and e-mails.

d. Timely dissemination of information.

e. Direction for the transfer of data from static to deployed network.

f. Dissemination of incoming and outgoing information.

g. IKM tools management.

h. Services coordination (COI services, databases, core services).

i. Active directory and user account direction and guidance.

j. Direction for back up of all data.

k. Direction for IKM business continuity.

l. Direction for records management.

m. Direction for archiving.

n. IKM training for senior officers during the KLT sessions.

o. IKM training to the Information Management Support Officers.

p. IKM training for staff users during the Academics.

q. Contribution to induction training.

6. Conduct. The IKM support to the conduct stage of the exercise is derived from the
instructions provided in the EXPLAN (see also abovementioned IKM matters, that shall be
contained in an EXPLAN) and local EXORDs. Exercise execution bodies’/stakeholders’ IKM
support to dedicated training blocks covers at least supporting TA and EXCON access and use
of IKM tools and FS. See also Annex F to this Bi-SCD 075-003.

7. Exercise Feedback Processes. IKM support to Exercise Feedback Processes is twofold.

Firstly, existing IKM tools will be used to facilitate activities alongside with the different Exercise
Feedback Processes, which in turn feed the Lessons Learned Process. Secondly, there might
be findings on IKM subjects/IKM functional area that the IKM community shares within their
community and with parent HQs and feeds it into the diverse Exercise Feedback Processes. See
Annex G to this Bi-SCD 075-003.

P-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

P-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ANNEX Q TO
Bi-SCD 075-003
DATED 01 SEP 23

EXERCISE LINKING

1. Introduction. Reference A provides the policy regarding linking and unlinking of Collective
Training and Exercises. The process and procedures for linking exercises are frequently
executed in advance to the exercise process during the exercise concept development and the
linking of NATO exercises with national exercises might be already laid down in SACEURs multi-
year exercise documents, such as the SGE and annual CT&E Directive. Furthermore linked
exercises are staffed during the exercise programming and published in the MTEP, as well in
advance to the exercise process. Nonetheless, exercise planners have to be aware of the fact,
that NATO and/or Nations retain the authority to unlink their exercises, hence exercise linking is
a topic for confirmation during the exercise initiation stage (Stage 0) of the EP and during the
exercise specification stage (Stage 1) of the EP. In the event of a new request to link NATO and
national exercises during Stage 0 or Stage 1, this has to be staffed accordingly in close
coordination with exercise programmers.

For any reason, Allies retain the right to request case-by-case MC endorsement and NAC
approval of NATO exercises’ EXSPECs and linking.

2. Exercise Linking of NATO Exercises with Allies and Partner. Reference A provides
D&G pertaining to the policy of exercise linking with Allies as well as for Partners and NNEs 123
involvement in NATO exercises or NATO involvement in Partners and NNEs training activities
and exercises.

a. Linking of NATO Exercises with Allies’ National Exercises. It is policy to link

NATO exercises and Allies national exercises, as desired and proposed. Processes for
coordination of intentions and linking exercises are in place. For CT&E events, SHAPE is
that strategic command, which is responsible to formally process link requests and to
submit them to the MC for the approval process. NATO and nations retain the authority to
unlink exercises.

b. Partners and NNEs Involvement in NATO CT&E. The approval and coordination
method follows D&G for MC endorsement and NAC approval for explicit cases. Processes
are in place, of which one is the MTEP OTP & NNE process and the other one is a case-
by-case approval process. Both serve as a vehicle to coordinate demands and to submit
request to MC and NAC through SHAPE.

c. NATO Involvement in Partners and NNEs Training Activities and Exercises.

The approval process for NATO involvement depends on a clear political commitment or
authorization. In case of a clear political guidance, the approval for NATO involvement
rests with the strategic commands. SCs will designate the NATO body fulfilling the role as
the officer scheduling the exercise (OSE) and will inform the MC of the partners’/NNEs’
invite. In case, a partner/NNE submits a request without previous political approval or
guidance, SCs must conduct an assessment on the estimated NATO involvement 124 and

123 Non NATO Entities (IOs, NGOs, Regional Organizations, etc.).

124 In case of military staff-to-staff involvement, SCs will decide. In case of IMS staff involvement, DGIMS will decide.
Q-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

if there might be a sensitivity regarding NATO involvement 125. NATO involvement in

partners/NNEs LIVEX and Cyber Defence exercises require explicit MC endorsement and
NAC approval. SHAPE is the responsible SC for processing aforementioned CT&E events
as per given policy.

125 In case of perceiving sensitivities of NATO involvement, SCs have to seek for MC approval. Allies retain the right
to request NAC approval.
Q-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ANNEX R TO
Bi-SCD 075-003
DATED 01 SEP 23

PARTNER NATIONS INVOLVEMENT IN NATO EXERCISES

1. Introduction. The aim, policy, and general framework of Partner Nations (PNs)
involvement in NATO exercises is provided in Reference A. Reference I provides inter alia
guidelines and procedures pertaining to the MC endorsement/approval or NAC approval process
for Partner involvement, participation in or observation of NATO CT&E activities alongside with
the development and maintenance of the MTEP OTP-NNE portion. A PN involvement in an
exercise is regularly laid down in the MTEP OTP well in advance to the start of the EP. Exercise
planners cannot simply deviate from NAC approved PN involvement or insert PNs involvement
on short notice during the EP. In case of change requirements, this has to be coordinated and
staffed through SHAPE J7 with exercise programmer and OPRs for the MTEP. Involvement of
PNs in NATO CT&E activities not covered by the MTEP OTP and NNE portion requires case-by-
case endorsement and approval processes as laid down in References A and I. Pre-coordination
and liaison at the staff level with partners may be authorised to the extent necessary to facilitate
this. The OSE/OCE OPR has to update the MC on up-to-date status of anticipated and confirmed
Partner and NNE exercise involvement right after the MPC126.

2. Coordination with SHAPE/ACO Partnerships Directorate, Military Cooperation

Divisions and Branches. Procedures for ACO Military Cooperation are laid down in Reference
JJ, which provides ACO staffs with direction to plan, programme, coordinate, synchronize, and
implement MilCoop conducted through Partnerships efforts. More detailed guidance to effectively
conduct MilCoop activities, of which some activities are directly associated to CT&E events, are
provided in the ACO Manual – Management Guidance on Military Cooperation 127. For Exercises
open to partners and appreciated PN involvement, OSE, OCE and ODE OPRs must coordinate
with ACO MilCoop entities/SMEs, that at least the following is ensured:

a. Exercise “activity” and associated “events”128 created and published in ePRIME.

b. Distribution of exercise specific documents/correspondence 129 to/from PNs via PD.

c. PNs possible financial support requests and VISA support matters for participation
in exercise events to be staffed via SHAPE PD/ACO MilCoop entities.

d. Release of NATO standards required and requested by PNs for exercise

involvement/participation to be staffed via SHAPE PD.

3. Timelines, Responsibilities and Templates. The aforementioned Management

Guidance on Military Cooperation provides as well:

126 Post MPC Partner and NNE exercise involvement report to the MC is typically provided in a spreadsheet, or
presentation slide.
127 ACO Manual, Management Guidance on Military Cooperation (when promulgated) will supersede the “Military

Partnerships Directorate Management Guidance”, dated 21 January 2013.

128 Events include for example exercise planning meetings/conferences (such as IPC, MPC, FCC) or the training

blocks, in which PN participation is appreciated.

129 Documents such as EXSPEC, EXPLAN, Calling letter/Invitations to exercise events.

R-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

a. Timelines for managing Partnership Coordination Menu/ePRIME, such as

(1) Creation/approval of activity for the exercise.

(2) Proposal/nomination of PNs to be invited to exercise activity related events.

(3) Distribution of invitations to PNs for exercise events.

(4) Reporting (such as Short/Full After Action Report) after completion of each
event in ePRIME.

b. Responsibilities and Bodies to manage Activities and Events in ePRIME. In

general, there are some authorities or bodies responsible to manage activities and events
in ePRIME. In the realm of exercise responsibilities, two of the general ePRIME
responsibilities are linked to OSE and OCE.

(1) Proposing Body. The Proposing Body (PB) is the authority that submits
and is responsible for an activity and its related events. A PB is an event owner and
should upload only those new exercise activities/events that they own themselves.
The OSE as the PB must upload the exercise into ePRIME as an open to Partner
activity.

(2) Action Authority. The AA is the authority responsible for the

implementation and execution of the proposed exercise events. The AA is often
identical to the PB and is associated with an exercise event. The OCE is the AA of
the events of an exercise. For each exercise open to partners, the OCE has to
assess in which exercise events partners should participate and consequently
upload them in ePRIME. When OCE is not established with a Military Partnership
Branch, the OSE, as PB will also take the AA role. This is for example the case for
NATO-PN exercises, where the PN is in the OCE role and a NATO entity in the OSE
role.

c. Templates and Instructions. The Management Guide for MilCoop provides

necessary templates and workflows, which may be required to manage PNs
invitation/participation, financial assistance, or release of NATO Standards/Documents.

4. Points of Contact. SHAPE PD MIC is responsible to facilitate PN involvement in NATO

exercises and should be the main point of contact for exercise planner and OPRs. In case
exercise OPRs need to contact dedicated SME around PNs involvement in exercises, most of
relevant points of contact are nested within ACO MilCoop entities and SHAPE PD, such as:

a. ACO Country Desk Officers (at SHAPE PD);

b. ACO ePRIME Coordinator (at SHAPE PD);

c. ACO Partnerships Budget Manager (at SHAPE PD);

d. Partner National Military Representatives (PNMRs) (at/via SHAPE PD).

R-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ANNEX S TO
Bi-SCD 075-003
DATED 01 SEP 23

HOST NATION SUPPORT CONSIDERATIONS

1. Introduction. This annex provides an overview of HNS considerations and the process
by which nations are recruited, selected and informed for supporting NATO exercises. HNS
considerations can be separated into two main areas: HN selection and Host Nation Support
Arrangements (HNSA). While these are two separate functions, they must be coordinated to
achieve the most efficient HNS for smooth exercise execution. Reference I provides D&G primary
on HNS considerations in the realm of HN selection linked to exercise planning. Reference M
provides D&G concerning to HNSA.

2. Host Nation Selection and Nomination. Reference I provides a definition of HN selection

and a description of Nations’, SHAPE, OSE and OCE roles to identify HNS requirements, Nations’
HNS offers, selection and nomination of HNs alongside with the MTEP planning cycle and
exercise programming process. Ideally, the nomination of the Nation(s) chosen to host the
exercise is laid down in multi-year exercise documents and promulgated with the MTEP.

3. Site Survey and Follow-on Planning. The initial HNS promulgated with aforementioned
documents, is not too detailed and may only provide rough framework information and the HNS
providing nation. HNS specifics are to be reviewed during Stage 0 of the EP. OSE/OCE/ODE
OPRs supported by the EG will perform Site Surveys on tentative exercise locations during EP
stages 1 and 2 meetings/conferences. During the exercise specification and planning, additional
HNS may be identified. These additional HNS requirements will be handled individually, but
should be identified no later than the IPC.

4. Unsatisfactory HNS Capacity or No Nominated HN. In case no HN was

identified/nominated ahead of time, or HNS capability for planned exercise conduct may not fit for
purpose, SHAPE has to consider and to decide no later than six month prior to exercise conduct,
whether to amend or cancel the exercise or to continue to seek a HN/alternate HNS capacities.

5. Host Nation Support Arrangements. As per Reference M, relevant NATO legal

authorities negotiate and conclude NATO SOFAs and other documents, such as supplementary
agreements. SHAPE, acting also on behalf of HQ SACT, will normally negotiate and conclude
any standing HNSA in the form of a Memorandum of Understanding (MoU) or a Technical
Arrangement (TA). Standing HNSAs are encouraged but where there is no standing HNSA, an
exercise specific HNSA will need to be created. This HNSA is known as a MoU or TA between
the HN and HQ SACT as well as SHAPE regarding the provision of HNS for the execution of the
exercise conduct stage. Sending nations can accept the provision of this MoU or TA through a
note of accession or by issuing a Statement of Intent (SOI) for the specific exercise.

6. NATO Roles and Responsibilities to Negotiate and Conclude a MoU/TA. The strategic
Commands will normally initiate the HNS planning, negotiate with the HN, and conclude the MoU.
The HNS points of contact network will embrace the office of legal affairs, financial
departments/directorates, and logistics/logistic support elements/advisors. A TA may be
concluded on the operational level. Detailed description of the delineation of roles and
responsibilities, as well as procedures to negotiate and conclude MoUs/TAs and respective
templates are provided at Reference M.

S-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

7. HNS Planning Activities and Timeline. The activities for planning the HNS may require
either a stand-alone syndicate with strong legal lead (most normal for PfP activities) or a dedicated
sub-group of the Logistics syndicate. It may be necessary to form a specialist HNS network to
address HNS issues alongside with the EG. This HNS network will then form the heart of any
syndicate/logistics sub-group formed during the IPC. The MoU/TA must be approved and signed
by the end of the FCC. Any delay on this timing has serious impact on real life movement
planning, etc.

S-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ANNEX T TO
Bi-SCD 075-003
DATED 01 SEP 23

PHYSICAL SECURITY CONSIDERATIONS

1. Introduction. This annex provides an overview on planning and execution activities with
respect to Physical Security. The primary references for PS guidance are provided at Reference
KK and Reference LL.

2. Responsibilities for Physical Security. Responsibility for the provision of appropriate

PS during the execution of an exercise and associated conferences lies jointly with the OCE/TA
and the HN. They are to develop a joint plan for the provision of adequate measures for PS. A
preliminary plan must be in place to cover the initial planning conference. A comprehensive plan
will follow early in the exercise process.

3. Physical Security Guidance. Each OCE/TA will issue PS guidance for the exercise within
their responsibility. This guidance is to be:

a. Prepared by exercise planners and representatives from SNs and the HN(s) in a
dedicated syndicate during EP planning events/activities.

b. Embodied in an annex to the EXPLAN.

c. Used as the foundation for the development of HN MOUs/TAs.

4. Arrangements for Physical Security. A MOU/TA between the OCE/TA, on behalf of the
SNs, and the HN must be developed at the beginning of the EP. Such arrangements are to
acknowledge that effective PS support is to be provided by the HN during each activity of the
exercise process, including post-exercise activities.

5. Physical Security Planning and Considerations for the Exercise Conduct. The
following steps are to be taken in developing the PS annex to the EXPLAN:

a. OCE/TA to nominate a POC responsible for all PS matters.

b. SNs are to identify PS requirements to HN and OSE/OCE/TA.

c. HN is to inform SNs and OSE/OCE/TA of its PS capabilities and limitations or

restrictions.

d. OCE develops a comprehensive PS plan in coordination with HN.

6. Physical Security for Conferences and Meetings. Exercise conferences and meetings
are an integral part of the EP. Therefore, effective PS measures are to be taken into account for
the conduct of such activities. Consequently, the planners responsible for conferences and
meetings are required to:

a. Select, where possible, a secure/protected military facility as the conference venue.

If there is no alternative but to use civil facilities, the following aspects are to be considered
in concert with current threat assessment and alert status:

T-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(1) Provision of appropriate security brief in preparatory papers and at the

beginning of the conference/meeting.

(2) Security of the facilities (including documents, PS during preparatory and

overnight periods) to be provided in co-operation with HN.

(3) Personal security of participants, including accommodation and

dining/refreshment facilities.

(4) Arrangement of isolated conference rooms, including evacuation

requirements.

(5) If appropriate, the use of civilian attire during the conference/meeting.

(6) The provisions of local intelligence threat assessment on the exercise area
from NATO and HN resources.

(7) Lowering the public profile of the event, including signs, programmes, flags
etc.

(8) Provide for local/HN emergency medical services' capabilities.

b. Avoid, where possible:

(1) Any media announcements of the conference/meetings.

(2) Group travel to and from the conference/meeting.

(3) Predictable or regular transit routes.

(4) Significant programmed assemblies outside the facility (e.g. group

photographs).

T-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ANNEX U TO
Bi-SCD 075-003
DATED 01 SEP 23

GUIDE TO RESOURCING EXERCISES

1. Purpose. The Resource Policy and Planning Board (RPPB) provides overarching policy
for ETEE (Reference T). This policy is to be applied throughout exercise planning and conduct
in deducing the resource requirements for NATO CT&E. The RPPB is the sole authority for
establishing eligibility to NATO Common Funding. Reference MM provides comprehensive
direction and guidance on resource planning for the delivery and in-year management of ACO
CT&E activities and is designed to supplements this annex to Bi-SCD 075-003. Consequently,
this annex provides only general guidance for resource planning, budget preparation, and budget
execution. Within the parameters of this document, SCs should provide detailed guidance on
preparation and execution of their respective resource requirements. For the purpose of this
annex, resources are, inter alia, workforce, facilities, Communication and Information Systems
and budget.

2. Responsibilities. NATO Commanders at all levels are responsible for conducting training
and exercises within allocated budgets and must account for all funds provided. Commanders
are responsible for ensuring the propriety of expenditure and the cost-effectiveness of their
activities. In accordance with paragraph 1, responsibilities are as follows:

a. SHAPE PLANS J7 coordinates ACO’s resource requirements for the delivery of

cross functional and pan-HQ CT&E and evaluation.

b. HQ SACT is responsible for education and individual training. In the contest of this
directive, HQ SACT is also responsible for the direction, guidance, and venue coordination
for CT&E Support Programme of Work.

3. Principles. NATO has four basic principles with regard to resources:

a. Costs lie where they fall. When an entity or Nation incurs costs, the payment rests
with the entity or Nation concerned.

b. NATO funds activity that is over and above the normal activity of an entity or Nation
undertaken for the benefit of NATO.

c. NATO Common Funding should meet the Minimum Military Requirement (MMR)
necessary to deliver the CT&E objectives.

d. CT&E are to be conducted in the most cost effective manner, meeting Alliance
strategic interests and the CT&E objectives.

4. Resource Planning and Budgets

a. Each SC prepares an annual Consolidated Resource Proposal (CRP) based on

their Medium Term Resource Plan (MTRP). The MTRP articulates the budget
requirements to meet the Alliance’s objectives. For CT&E, the MTRP is developed to
properly programme the resource requirements to deliver the MTEP. Development of the

U-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

MTRP starts 18 months before the execution year and covers five years from the execution
year, as illustrated in Figure U-1.

Figure U-1 - Developing the MTRP

b. Instructions for developing the MTRP are normally issued by the RPPB to the SCs
early September and promulgated at the earliest opportunity. Input is consolidated by mid-
December for submission to NATO HQ by the end of the year.

c. The SC’s annual reports cover budget execution of the previous year. The annual
reports are reviewed by the MC who provide advice to the Budget Committee as
necessary, such as the level of financial risk that can be imposed on the SCs. The Budget
Committee may then use this advice as the MTRP is screened from late summer onwards.
The final decision on budgets is not finalised until the end of the year, immediately prior to
the execution year. Once confirmed SHAPE and HQ SACT delegate the budgets to the
subordinate commands.

d. Each stage of the exercise process is likely to require resources and early
engagement between exercise planners and resource staff is essential. However, much
of the detail for the overall resource requirement will only be forthcoming as the EXSPEC
is developed. It is clear from paragraph 4.a. that being developed approximately 18
months before the execution of the exercise, there could be a mismatch between MTRP
development and proper identification of resource requirements. It is recognised that
resource planners may use historical data to complete the resource requirement; however,
requirements need to be monitored throughout exercise planning in order to identify
financial risk.

e. The training capacity of NATO training facilities (such as the JWC and JFTC) is at
a premium; SACEUR, in coordination with SACT, will determine the priority of units to
receive common-funded training in these venues. NCS elements, NFS entities under
NATO Operational Command (OPCOM), entities identified as tactical HQs in SORs for
NRF cycles, and those units identified as tactical HQs on SORs for specific NATO missions
will normally be granted training priority ahead of other potential training audiences.

5. Types of Eligible Costs. The major budgetary categories for these costs include:

a. Personnel. The cost of consultants, contractors and NATO civilian expenses in

support of training and exercises are eligible for NCF.

b. General Support. Costs incurred in administrative support and overheads,

maintenance costs, hospitality and miscellaneous expenses, supplies and consumables
for the provision of training and exercise activity that are over and above routine activity.

U-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

c. Mission Support. Incremental costs that are over and above routine HQ activity
for the setting up and execution of an exercise at the NATO exercise venue are eligible for
NCF. These will include the running costs of maintaining the exercise venue and the CIS
set up and maintenance costs in establishing core CIS connectivity between the HQ
systems and NATO networks. In addition, the Exercise Budget can cover the cost of
temporary reinforcement for local NCS CIS capabilities, repairs and replenishment of
assets and material broken or used during exercises by NCISG and NCIA. For eligible
NFS entities, the CIS costs associated with providing the connectivity to the NATO system
and MMRs will be covered by NCF. Community of Interest (CoI) Services basic support
and training costs undertaken by the NFS entities are not eligible for NCF as these are
considered to be part of the core capability of the HQ and covered by the Centralised
Service Level Agreement (CSLA). However, support to CoI Services in an extended
exercise day is eligible for NCF.

d. Transportation. The transportation of NCS and eligible NFS personnel and

equipment in support of training and exercise planning, execution and evaluation are
eligible for NCF.

6. Evaluation. SACEUR routinely evaluates the readiness and capabilities of NCS and NFS.
NATO evaluation activity is part of the Exercise Feedback processes alongside with the NATO
Exercise Process. The NCS participation in this effort is eligible for NCF.

7. Military Cooperation Programmes. Nations participating in NATO Cooperation

programmes generally bear the costs of their participation in training activities on the same basis
as NATO Nations. They are responsible for all expenses associated with transportation,
accommodation, meals, and miscellaneous expenses of personnel. Invited Non-NATO Nations
taking part in exercises or mission rehearsals should fall under the same funding rules that apply
to NATO Partners.

8. Cooperation Subsidy. Exceptionally, in accordance with the Partnership for Peace

Status of Forces agreement of January 1995, nations participating in certain cooperation
programmes may request case-by-case subsidy of their costs for specific exercise planning
activities, training events or other activities authorised in the official programme of activities for
that cooperation programme. In order to be eligible for this subsidy, these activities need to be
included in the PCM and approved by the NAC.

9. Participation of International Organisations, Non-Governmental Organisations and

Non-NATO Entities. Where it has been agreed by the NAC that the involvement of IOs, NGOs,
and any other Non-NATO entity in NATO exercises brings additional benefit to the Alliance,
common funding supports their participation. Further guidance is provided in Reference E.

10. The Exercise Budget User Group. The Exercise Budget User Group (EBUG) assists
training and exercise staff in the planning, programming and execution of NATO resources for the
conduct of activity authorised by the MTEP. Attended by resource staff from across ACO, JWC,
JFTC, the EBUG provides a pan-NATO coordinated approach to programming resources. The
EBUG is composed of training and exercise Budget Officers who assist exercise OPRs in
developing resource estimates for planning, and in-year management of resources. Depending
on the upcoming exercise programme, NFS staff officers will be invited.

U-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

U-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ANNEX V TO
Bi-SCD 075-003
DATED 01 SEP 23

STRATEGIC COMMUNICATIONS CONSIDERATIONS

1. Introduction. Strategic Communications guidance for both, RLS to exercises and

exercise play development should be conducted in accordance with the latest guidance contained
in relevant MC policies (such as Reference NN), ACO Directives (such as Reference OO) and
NATO Strategic Communications guidance (such as provided in References PP to RR).

2. Purpose. StratCom processes, products and personnel are incorporated into exercises
for two purposes. They are presented in priority order:

a. “Real World”. To use the exercise as an opportunity to conduct “real word”

messaging to audiences in support of NATO objectives.

b. “Exercise Play”. To use the exercise as an opportunity to develop, rehearse,

integrate and execute StratCom processes in order to prepare for future operations while
delivering deterrence messages to potential enemies.

3. It is possible that both of these purposes can be addressed in the same exercise, but
caution will need to be applied to ensure that a clear separation of products and personnel is
safeguarded. This is to ensure real world messaging remains unambiguous, aligned to approved
direction and guidance, and appropriate. To mitigate this potential issue the remainder of this
document is presented in two dedicated appendices to this annex, namely Appendix 1 and
Appendix 2.

APPENDICES

1. Real World - Strategic Communications considerations

2. Exercise Play - Strategic Communications considerations

3. Exercises Logo products

V-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

V-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 1 TO
ANNEX V TO
Bi-SCD 075-003
DATED 01 SEP 23

REAL WORLD - STRATEGIC COMMUNICATIONS CONSIDERATIONS

1. Objectives. Real world StratCom activities are not conducted for the purpose of achieving
TOs. The objectives of real world communication are detailed in the relevant Strategic Co-
ordination Order, SACEUR’s Strategic Directive (SSD) for Peacetime Vigilance and Area of
Responsibility (AOR) Management, StratCom Framework, StratCom Implementation Guidance
(SIG), and Integrated Communication Plan (ICP).

2. Scenario Requirement. The real world scenario is employed.

3. Exercise Planning. To be leveraged most effectively StratCom must be integrated into

exercise planning from the initial stages and sustained through to execution. StratCom products
should be produced in a timely manner to support the development of the exercise in accordance
with the guidance below.

4. StratCom Activity and Guidance escorting the Exercise Process

a. Stage 0 (Initiation).

(1) Confirm which Military Strategic Communications Effects (MScEs) will be

prioritized during the conduct of the exercise in order to advance select Military
Strategic Communications Objectives (MScOs).

(2) Clarify whether StratCom is also being undertaken within the

training/exercise scenario (see Appendix 2, Exercise Play - StratCom
considerations).

(3) Establish the overall “scale” of the Exercise. Will it be of interest at NATO
HQ, SHAPE or other?

(4) Confirm existence of relevant StratCom Frameworks/SIG/ICP.

b. Stage 1 (Specification)

(1) Confirm that EOs remain aligned with MScEs and MScOs.

(2) Identify relevant Frameworks/request Framework from higher HQ if required.

(3) Confirm what Strategic Communication Framework documents will be

produced by whom and to what timeline (Framework/SIG/ICP).

(4) Confirm existence of relevant StratCom Frameworks/SIG/ICP.

(5) Establish branding requirements.

(6) Establish requirement for DV days, Media Days and

Observer/Inspector/Influencer opportunities. (See Annex W, Visitors, Observer,
V-1-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Inspectors and Distinguished Visitor Day). OSE tasks normally the OCE to plan
and perform the activities.

(7) Establish StartCom Exercise Measures of Performance/Effect.

c. Stage 2 (Planning)

(1) StratCom Framework/ICP will be provided by NATO HQ/Public Diplomacy

Division (PDD).

(2) SHAPE will produce Exercise SIG including Narrative, Audiences, Focus
Topics, Themes and outputs in line with StratCom Framework/ICP and share with
the planning team. (If deemed to be required)

(3) Ensure that EXPLAN includes the MScOs and MScEs being addressed and
how they will be achieved.

(4) Establish StartCom Exercise Output objectives.

(5) Prepare Exercise ICP if/as required.

(6) Establish StartCom Exercise Measures of Performance (MoP)/Measures of

Effectiveness (MoE).

(7) If required, OCE supported by OSE will establish requirement and lead
planner for:

(a) Distinguished Visitors (DV) day(s).

(b) Media Day(s).

(c) Observer/Inspector/Influencer visits.

(d) Communication Outputs (Combat Camera Team [producing] and

Digital Team [posting on Web and Social Media]).

(8) Establish exercise branding (if required). See Appendix 3 to this annex.

d. Stage 3 (Conduct).

(1) Support the delivery of the StratCom plan employing capabilities as tasked.

(2) Ensure consistency between exercise activities, images and words.

(3) Support/enable the production of outputs and ensure alignment of products

to the narrative.

(4) Ensure alignment with branding.

(5) Exercises will be conducted by personnel/staff as tasked, except exercise

planners.

V-1-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

e. Exercise Feedback Processes.

(1) Evaluate the exercise against established Output Objectives, MoP and MoE.

(2) Contribute the exercise LI process with focus on StratCom.

(3) Make recommendations for amendment to StratCom processes/documents

to relevant sponsors.

V-1-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

V-1-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 2 TO
ANNEX V TO
Bi-SCD 075-003
DATED 01 SEP 23

EXERCISE PLAY - STRATEGIC COMMUNICATIONS CONSIDERATIONS

1. Training Objectives. The Primary Training Objectives effects sought through the
incorporation of StratCom serials in exercise play are:

a. To improve awareness and understanding of NATO StratCom processes within the

HQ and/or exercise audience.

b. To train and test StratCom staff in StratCom processes and their integration with
the wider HQ.

c. To align and rehearse StratCom processes with other elements of the HQ battle
rhythm.

d. To reinforce the importance of integrating StratCom objectives, effects and

capabilities into the planning and execution of military activities.

e. To improve the awareness of communications capabilities available to amplify

Alliance activities in support of StratCom objectives and joint effects.

2. Scenario Requirement. To realise the objectives listed above training serials that test
StratCom processes and functions must be integrated within exercises whenever StratCom is
established as a training objective of the exercise.

3. Exercise Planning. For the training event to be leveraged most effectively StratCom must
be integrated into exercise planning from the initial stages and sustained through to execution.
StratCom products should be produced in a timely manner to support the development of the
Exercise in accordance with the guidance below.

4. Specific Guidance on StratCom in CT&E is provided through the SGE. SGE focusses
on developing the StratCom mind-set, and ensuring an understanding of the role and function of
StratCom within the HQ processes and procedures.

5. StratCom Activity and Guidance escorting the EP.

a. Stage 0 (Initiation)

(1) Clarify whether the exercise is also being used as an opportunity to conduct
“real world” StratCom (see Appendix 1, Real World - Strategic Communications
considerations).

(2) Confirm the TOs to be met by the StratCom Staff and what the level of
integration is expected with other parts of the HQ/Command Structure.

(3) Establish requirement for HICON/training support staff.

V-2-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

b. Stage 1 (Specification)

(1) Ensure StratCom EOs and primary StratCom training requirements are
consolidated in line with EOs in the EO Workshops.

(2) Identify StratCom opportunities and challenges associated to the particular

scenario.

(3) Confirm existence of relevant real life StratCom Frameworks/SIG/ICP that

can be employed to support in scenario StratCom effort.

(4) Establish the “in scenario” MScOs based on the exercise scenario.

(5) Establish which information disciplines (Military Public Affairs (MilPA),

Psychological Operations (PsyOps), Engagements, Information Environment
assessment (IEA), etc.) will be exercised in which phases of the scenario.

(6) Establish requirement for “in scenario” DV days, Media Days and
Observer/Inspector/Influencer opportunities. (See Annex W, Visitors, Observer,
Inspectors and Distinguished Visitor Day). Planning activities normally tasked to
OCE.

(7) Ensure details are recorded as part of the EXSPEC document.

(8) Establish the “scale” of StratCom staff commitment to the exercise.

(9) Confirm what Strategic Communication documents will be produced by

whom and to what timeline (Framework/ICP/SIG). Normally ODE/HICON will
produce Framework/ICP.

(10) Establish branding requirements.

c. Stage 2 (Planning)

(1) StratCom Framework/ICP will be provided by ODE/HICON.

(2) OSE will produce exercise SIG including Narrative, Audiences, Focus
Topics, Themes and outputs in line with StratCom Framework/ICP and share with
the planning team. (If deemed to be required)

(3) Ensure that EXPLAN includes the MScOs and MScEs being addressed and
how they will be achieved.

(4) Finalise exercise StartCom Output objectives.

(5) If required, OCE supported by OSE will establish requirement and lead
planner for:

(a) Distinguished Visitors (DV) day(s).

(b) Media Day(s).

V-2-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(c) Observer/Inspector/Influencer visits.

(d) Communication Outputs (Combat Camera Team [producing] and

Digital Team [posting on Web and Social Media]).

(6) Establish exercise branding. See Appendix 3 to this annex.

d. Stage 3 (Conduct)

(1) Execute the StratCom plan in accordance with the scenario.

(2) Employ communication capabilities as required.

(3) Align StratCom activity with HQ effort encouraging “behaviour centric and
narrative led approach”.

(4) Support/enable the production of outputs and ensure alignment of products

to the narrative.

(5) Exercises will be conducted by personnel/staff as tasked, except exercise

planners.

e. Exercise Feedback Processes

(1) Evaluate the exercise against established TOs.

(2) Contribute the exercise LI process with focus on StratCom.

(3) Make recommendations for amendment to StratCom processes/documents

to relevant sponsors.

V-2-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

V-2-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 3 TO
ANNEX V TO
Bi-SCD 075-003
DATED 01 SEP 23

EXERCISES LOGO PRODUCTS

1. Recognition of the NATO brand is critical to maintaining and building support for the
Alliance. Brand unity, coherence and consistency contribute to increasing public awareness and
understanding, building familiarity and trust, and sustaining public support for the Alliance 130.

2. Exercises branding products, such as logo templates, should be ready in draft form by
OCE for the IPC to ensure timely approval by SHAPE J10 StratCom before the MPC during EP
Stage 2. Exercise Logo (example at Figure V-1-3 on page V-3-2) products should be developed
in accordance with Reference R and NATO Communications Strategy, The One Nato Brand,
2022.

a. Insignia for NATO exercises must use the circular exercise template. The top half
of the rocker states the full name of the exercise and the year, if the exercise is recurring.
The bottom half of the rocker must read “Exercise”.

b. The exercises that return yearly preferably use the same logo and change only the
year of the exercise. Exercises become recognizable, less design capacity is needed, no
need to request for approval.

c. The colours of the rocker, the descriptive text and font, and the NATO logo elements
must not be changed from those defined in the template.

d. Any text should be concise and clearly descriptive. Latin, acronyms, and visual
elements of the Alliance logo should be avoided whenever possible.

e. Inside the rocker, the top half of the logo is reserved for a representative visual
element. Submissions for NATO exercises may seek to reflect the host nation(s) or other
relevant visuals.

f. The Alliance logo occupies the bottom half of the template.

g. Any elements in the inner circle of the insignia must not extend into the rocker.

130Military Heraldry and Insignia, https://nato.frontify.com/document/1#/military-heraldry-and-insignia/military-

heraldry-and-insignia
V-3-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure V-3-1 – Example of NATO Exercise Logo

V-3-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ANNEX W TO
Bi-SCD 075-003
DATED 01 SEP 23

VISITORS, OBSERVER, INSPECTORS AND DISTINGUISHED VISITOR DAY

1. Visitors, Observers and Inspectors

a. Policy. Invitations to Visitors, Observers and Inspectors attending NATO military

exercises must be in line with NATO policy. NATO policy for Visitors, Observers and
Inspectors is contained in Reference A.

(1) Visitors. Distinguished Visitors Days, Visitors programmes and/or exercise

related ceremonies would be public-oriented. Consequently StratCom and
PROTOCOL considerations, planning and activities play an important role during all
stages of the EP. StratCom and PROTOCOL SMEs from OSE and OCE/ODE have
to be integrated at the earliest time in the exercise process in order to lead the efforts
of visitors related considerations, planning, invitation and execution of Distinguished
Visitors Days, Visitors programmes or high visibility/high profile events with NATO
HQ and across OSE/OCE/ODE, Training Audience and Host Nation.

(a) Desired participation and invitations to Distinguished Visitors Days,

Visitors programmes and/or exercise related ceremonies must reflect
stakeholders from NATO Command Structure, Troop Contributing Nations,
Host Nation and participating Partners and, if appropriate, NNEs131.

(b) Appropriate consideration will be given to allowing visitors controlled

access to sensitive aspects of exercises and limited interaction with the
conduct of the exercises.

(c) If the Host Nation in coordination with the OCE wishes to invite visitors
from Partner Nations and NNEs in addition to those already approved by the
NAC for participation and observation, SHAPE will inform the MC prior to
inviting them. Allies retain the right to seek MC endorsement and NAC
approval prior to the release of formal invitations.

(2) Observers/Inspectors. In accordance with specific treaty obligations,

observers or inspectors may observe/inspect various stages of NATO exercises.

(a) Observation or inspection activities based on treaty obligations do not

require MC endorsement or NAC approval.

(b) Additionally, SHAPE 132 will facilitate these obligations as required.

(c) When present, observers/inspectors are under the responsibility of the

Host Nation.

131 NNEs participation in DVD is not a “must be”; however, in case NNEs are involved in the exercise, it should be
considered to invite representatives from those NNEs, being involved, to join the DVD. See also paragraph 1.e.
below.
132 SHAPE for CT&E events

W-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

b. Definitions 133 of Visitors, Observers and Inspectors:

(1) Visitors. Exercise visitors are individuals or small groups (e.g., committees,
etc.) from participating organizations or countries who are invited to attend a
designated, programmed and possibly pre-scripted, portion of an exercise.

(2) Observers. Exercise observers are sponsored individuals who attend the
exercise with a specific military or diplomatic objective to fulfil. Sponsors would
normally be either the Host Nation or the NAC. This does not include official
observers acting in the scope of international treaties.

(3) Inspectors. Exercise Inspectors are sponsored individuals who are obliged
by treaty to ascertain specified details of an exercise and have been correctly
declared in accordance with that treaty.

c. Direction and Guidance. Overall direction and guidance for visitors, observers
and inspectors to exercises will be determined in the EXSPEC. The OCE in close
coordination with the HN will be responsible to host and support Visitors, Observers and
Inspectors by implementing and leading a VOB separated from the Joint Visitors Bureau
(JVB).

d. Visitor Limitations. Visitors to NATO military exercises should be encouraged to

attend with the following limitations:

(1) Attendance has to be controlled to avoid impeding the realism of the

exercises; it should not impair the conduct of the exercise and the training.

(2) Accommodation, financial and administrative factors may limit the number of
visitors 134.

e. Non-NATO Nations/Organisations. As per the definition above, if forces of a non-

NATO nation or members of any extra-NATO organisation are participating in a NATO
military exercise, that nation or organisation should be considered as a NATO
nation/NATO entity with respect to participating in any visitor programme. If visitors from
Non-NATO Entities (NNEs) not already approved for participation in the exercise are to
attend, the process set out in Reference A is to be complied with prior invitations being
issued 135. The sponsorship and control of all the categories of visitors listed below is an
OSE responsibility; in certain circumstances, this responsibility may be delegated to the
OCE.

f. Visitor, Observer, and Inspector Categories. The following categories of visitors,

observers and inspectors are directed to be used to enable the correct protocol to take
place for CE&T events:

133 Definitions as per ETEE Glossary contained in Reference A.

134 The responsibilities for funding the costs of hosting Visitors, Observers and Inspectors to ACO exercises should
be identified during the EP and documented in the EXPLAN.
135 SHAPE will inform Allies about NATO involvement in Allied national exercises, if a Partner or NNE is participating

in or observing the exercise. Allies retain the right to request case-by-case MC approval. If further considered, the
Allies retain the right to request NAC approval.
W-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(1) Category 1. Visitors such as:

(a) Heads of State or Government.

(b) Members of Royal Families.

(c) Secretary General of NATO and International Organizations

(d) Ambassadors when at post

(e) Senior Politicians (e.g., Prime Minister, Minister of Defence).

(f) Permanent and Senior Representatives to NATO (NAC) and

International Organisations (e.g., UN, Organisation for Security and
Cooperation in Europe (OSCE), EU, AU, etc.).

(g) Chairman of the Military Committee

(h) Chiefs of Defence

(i) ICRC.

(j) Senior Representatives from Non-Governmental Organisations.

(k) Euro-Atlantic Partnership Council (EAPC) (ambassadorial level).

(l) Military Committee (Euro-Atlantic Partnership Military Committee

(EAPMC)/Chief of Defence (CHOD) level).

(m) NATO Commanders of SC, JFC and CC level and their equivalents
from EAPC nations.

(2) Category 2. Senior civilians and senior military officers from NATO HQs and
NATO/partner nations not covered under Category 1, who are directly concerned
with partner issues (e.g. SHAPE Partnerships Directorate or Political Military
Steering Committee/Military Committee Working Group (PMSC/MCWG)
representatives) or connected with the exercise participating forces or planning
HQs. This includes those from a superior HQ who are specifically tasked to observe
or analyse defined aspects of the exercise.

(3) Category 3. Senior military officers of national participating forces or HQs

not covered by Categories 1 or 2.

(4) Category 4. Inspectors and observers from OSCE-member states

participating in accordance with the treaty of CFE and Vienna Document (VD) 99.
During their mission, observers and inspectors will be granted the privileges and
immunities in accordance with the Vienna Convention on Diplomatic Relations.

(5) Category 5. Observers from non-NATO/non-partner nations.

W-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

g. Allocation of Visitor Spaces. The total number of visitors invited to attend any
NATO military exercise and the allocation of invitations is a matter to be decided by the
HN, in consultation with the national authorities of other nations participating in the
exercises/manoeuvre, the OSE and OCE. For the distribution of available invitation
numbers MilPA should be taken into consideration. The HN should be provided with the
names and positions of potential visitors to be invited by the OSE/OCE unless otherwise
indicated. HN approval should be received before the invitations are extended.

h. National Sponsored Visits. Nations with units allocated to a NATO military

exercise must coordinate their requirements for national-sponsored visits to those units
with the OSE/OCE early. HN approval must be granted before such visits take place.
Potentially those visitors accompanying media representatives are required to apply for a
NATO accreditation upfront. Host Nation requirements for media representatives need to
be considered as well. There is to be no cost to NATO or the HN for such visits. The VOB,
and MilPA are to be provided with a detailed itinerary for all such visits and informed of any
deviation from said itinerary.

i. Exercise Visitors and Observers Policy. A Visitors and Observers (VO) policy
for an exercise should be set in the EXSPEC and should be specified in more detail in the
EXPLAN. The following should be included:

(1) Highlights of particular interest to visitors.

(2) The proposed allocation of visitor numbers.

(3) Security classification required.

(4) Date by which requests for visitor spaces should be submitted.

(5) Date by which visitor invitation replies should be received.

j. Request for Visitor Allocation. If called for, requests for NATO sponsored visitor
spaces should be forwarded to the OSE/OCE for coordination with HNs through the normal
command channels unless stated otherwise in the EXSPEC. The request should include:

(1) Exercise name and dates.

(2) Activities to be visited or witnessed.

(3) Number of spaces required.

(4) Rank, number, nationality, service/civilian appointment and security

clearance of each visitor.

(5) Accommodation and transportation requirements.

k. Arrangements for Visitors. For NATO sponsored visitors, the OCE is responsible
for:

(1) Forwarding relevant instructions, materials, etc., concerning the exercise,

direct either to visitors or through their headquarters or sponsor agency.
W-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(2) Planning itineraries (once in theatre) - if needed.

(3) Arrangements for reception.

(4) Production of “Briefing Packages”. These should include information on

personal protection requirements such as medical prophylaxis, mine recognition,
emergency telephone numbers etc.

(5) Accommodation.

(6) Local Transportation. The provision of local transport within the exercise
area for NATO-sponsored visitors when required is the responsibility of the
OSE/OCE (see above). This transport can come from OSE/OCE’s headquarters
resources, commands/units participating in the exercise or HN resources. If this
cannot be provided, it is essential that this is known during the EP so that visitor
numbers can be kept to a minimum. In order to ease the OCE/OSE’s problems,
visitors from headquarters within reasonable distance of the exercise area, should
come with official transport for their use during the exercise. Exercise budgets
normally have very limited funds available for the hire of extra vehicles.

(7) Designation of sponsors for the visitor, if necessary and practicable.

(8) Visitors or their parent HQ or agencies are responsible for travel

arrangements to and from a point in the exercise area designated by the OCE/OSE.
The costs of the NATO visitors are borne by either the visitors or their parent
headquarters or agency. Any modifications to this policy for the exercise will be
issued by the OSE/OCE.

(9) Hospitality Arrangements (i.e. Vin d’Honneur or a meal with drinks, coffee)
for NATO visitors should be agreed upon by Ministries of Defence (MODs) and
NATO headquarters concerned prior to the issuance of invitations. Whenever
possible, this will be planned during the Planning stage (Stage 2) and the policy
decision presented no later than the FCC. It is unusual for NATO funds to be
expended for the entertainment of NATO personnel however senior. Planners will
have to look to the HN if they perceive the need for special entertainment activities
or functions.

(10) Exercise authorities, coordinating with the HN, will issue invitations to visitors
and observers. The OSE and OCE coordinate any request for visitors or observers
with the HN. If, in the case of DVs, the HN believes a request should be refused,
the matter should be referred to the NAC, through the SC and MC.

(11) Usually a VOB is established to assist with high-level visits of political and
military dignitaries and observers. OCE personnel usually staffs the VOB with
personnel reinforcement from TAs or HN. It is imperative that the Media Information
Centre (MIC) is kept informed about all Visitor and Observer Programmes (VOPs)
to be responsive to media requests related to visitors and observers.

(12) Media personnel accompanying visitors require upfront a NATO

accreditation and/or a Host Nation accreditation. NATO Media Information
W-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Centre/NATO Media Operations Centre (NMIC/NMOC) needs to be informed on the

number and affiliation of the media members accompanying the visitor well in
advance to allow preparation and ensure proper media escort.

(13) The OCE is responsible for coordinating any force protection requirements
with the HN, as force protection is a HN responsibility.

l. Observers at NATO Military Exercises. In accordance with the OSCE, VD 99 on

the Negotiations on Confidence and Security Building Measures (CSBM), the number (up
to 2 for each participating state), name and ranks of all OSCE observers who accept the
invitation from the “Host State”, should be communicated as soon as possible to the
OSE/OCE to permit timely planning of suitable arrangements.

m. OSCE Host State Responsibilities. Responsibilities of the Host State regarding

OSCE observers are detailed in Section VI and Annex IV of the VD 99 and amongst other
items include:

(1) At the commencement of the programme a briefing on the activity.

(2) Transportation (to/from/in the area of the activity) lodging, food and, where
appropriate, medical care.

(3) Provisions for timely communication with observers’ embassies.

(4) Note: The Host State may delegate some/all of its responsibilities as host to
another nation engaged in the military activity on the Host State’s territory. In such
cases, the Host State will specify the allocation of responsibilities in the invitation.

n. Contact Officers for OSCE Observers. The OSE/OCE is responsible for providing
one or more contact officers fully conversant with the exercise on which nations can call
for assistance when dealing with OSCE observers. Nations are encouraged to include the
contact officer(s) as part of the escort team provided for the observers throughout their visit
to the forces involved in the exercise. Host States are responsible for the financial
arrangements related to OSCE observers as outlined in the VD 99. No commitment should
be made from NATO budgets.

o. Diplomatic Status of OSCE Observers. During their mission, OSCE observers are
to be granted the privileges and immunities according to diplomatic agents detailed in the
Vienna Convention on Diplomatic Relations. Therefore, Directing Staff
(DISTAFF)/OCE/participants must to be prepared to accommodate observers from nations
whose interests may be at variance to those of the Alliance.

p. Operational Security Provisions for treaty of CFE Inspectors and OSCE Observers.
In addition to the observers attending under the auspices of the VD 99, inspectors
authorised under the CFE Treaty may be attending the exercise. The major obstacle to
be solved in determining the provisions for CFE inspectors and VD 99 observers (I/Os) lies
in the conflict between the need to protect classified information and the intention to reveal
as much as possible in the spirit of “confidence building’. However, both include
Operational Security (OPSEC) provisions to protect legitimate security interests.

W-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

q. Release of Classified Information. Reference SS, allows for key roles within a
NATO Exercise to release NATO classified information to NNEs participants, and for the
release of NATO classified information within the context of NATO training. If needed,
additional release authority 136 may also be sought via SHAPE PD. Release circumstances
will be different for each CT&E event; accordingly, the security staff should be consulted
for specific detail of release authority.

r. Catalogue of Classified Items. The OSE/OCE may wish to consider producing a

comprehensive catalogue of items which should not be revealed under any circumstances
or discussion of which should be avoided. When appropriate, this catalogue could go
under the Security annex of the EXPLAN and be subject to limited distribution according
to its classification. This catalogue could include:

(1) Classified weaponry, and classified performance data.

(2) Classified tactical techniques.

(3) Details of communication links, systems and protective measures.

(4) Classified aspects of the exercise scenario.

s. Conduct of Visits. For the actual conduct of CFE/OSCE I/Os visits, the OSE/OCE
should consider the following points:

(1) Establishing early liaison with the security and/or Arms Control authorities of
the Host State(s).

(2) Ensuring that routes taken by I/Os to and from the exercise area and any
premises used by them have no security sensitivity.

(3) Providing the I/Os with permanent, fully briefed escorts conversant with the
unclassified parameters of the exercise.

(4) Bringing to the attention of all, especially escorts, the NATO guidance for
official contact with I/Os.

t. Non-NATO/Non-Partner Observers at NATO Military Exercises. Requirements may

arise in which a non-NATO/non-partner nation wishes to send observers to a NATO military
exercise. In such cases, the SCs are to forward the NATO commander’s proposal, or the
nation’s application to the MC for endorsement and NAC approval. If a NATO subordinate
commander receives such a request, the application has to be forwarded via SHAPE.
NATO commanders may discuss with non-NATO/non-partner nations their possible
involvement in a NATO military exercise only after NAC approval.

2. Distinguished Visitors Day(s)

a. Determination of Requirements. The OSE must judge after consultation with

MilPA/StratCOM whether an exercise justifies the inclusion of a Distinguished Visitors Day
(DV-Day). Should a DV-Day be deemed desirable, a proportion of the overall number of

136 For example NATO Standardization Office at NATO HQ.

W-7
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

invitees must be allocated to the OSE/OCE/HN and TA’s. It is inappropriate to expect the
HN to accept an increased number of visitors to accommodate a DV-Day.

b. Direction and Guidance. Overall D&G for the preparation and execution of
Distinguished Visitors Days will be given in the EXSPEC. Including DV programmes and/or
exercise-related ceremonies is not compulsory. However, if the OSE elects to include
them, they should not disrupt the exercise training objectives. The OCE ICCW with OSE
and HN will be responsible to plan and conduct the Distinguished Visitors Day by
implementing and leading a Joint Visitors Bureau (JVB). The JVB shall be staffed by
Protocol SMEs, only designated to plan and conduct the DV-Day(s). An LO from
Communication Division (Plans) should be included.

(1) High Profile Exercises. High Profile Exercises (HPE) such as MDX or LIVEX
are designed to highlight NATOs military capabilities to the highest political and
military dignitaries. Therefore, the OSE will be responsible to provide specific D&G
in the EXSPEC. D&G should include considerations whether a Media Day/Program
will be incorporated or kept segregated. Generally, the OSE will be responsible for
the overall invitation and registration process. Invitations need to be sent 6 months
prior to the event ICCW NATO HQ. OCE in close coordination with HN is supposed
to conduct the DV-Day with the necessary personnel reinforcement from OSE (on
request of OCE), HN and TA’s.

(2) Other Exercises. Other Exercises (e.g. CPX, CAX, and FTX) are utilised to
train and/or certify/evaluate NFS HQs. Should a DV-Day be deemed desirable,
OSE will provide specific D&G in the EXSPEC. In general, the highest level of guest
participating in the DV-Day programme should be Military Representative to NATO.
If the OCE/HN asks for higher political and/or military representation, (i.e. above
MIL REP level) the responsibility for approval rests with the OSE in close
coordination with NATO HQ. Generally, the OCE will be responsible for the overall
invitation and registration process. The OCE is to provide a draft invitation list/draft
programme to the OSE for endorsement. OCE ICCW HN is supposed to conduct
the DV-Day with the necessary personnel reinforcement from, OSE (on request of
OCE), HN and TA’s.

c. Selected representatives from international and NGOs may be invited to attend a

DV-Day. There is normally no requirement to invite the heads of those organisations. On
request of the HN and/or OCE through the OSE and SCs, the Secretary General, on advice
from the MC and/or PMSC, may invite heads of international or NGOs.

d. A JVB will be established to assist with high-level visits of political and military
dignitaries to a DV-Day. Protocol personnel usually staffs the JVB with personnel
reinforcement from the HN and/or OSE support. It is imperative that the MIC is kept
informed about all VIPs to be responsive to media requests related to the DV-Day
programme.

e. Media accompanying visitors require accreditation by NATO and/ or host nation.

NMIC/NMOC needs to be informed on the number and affiliation of the media members
accompanying the visitor well in advance to allow preparation and ensure proper media
escort.

W-8
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

f. Arrangements for DV Day Visitors. Arrangements for DV-Day invitees/visitors

should be according to paragraph 1.k (above) if not directed otherwise by the OSE.

APPENDIX

1. Distinguished Visitors Day Considerations for Exercise Officer of Primary Responsibility

W-9
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

W-10
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 1 TO
ANNEX W TO
Bi-SCD 075-003
DATED 01 SEP 23

DISTINGUISHED VISITORS DAY CONSIDERATIONS FOR EXERCISE OFFICER OF

PRIMARY RESPONSIBILITY

1. Pre-coordination and Examination of Requirements for DV Day Organisation:

a. During EP Stage 0, at least during Stage 1, the OSE OPR would have received from
higher echelons (NATO HQ) information about the wish to organise a DV Day alongside
with the exercise Conduct stage (Stage 3) and a selected training block such as the E-
block (EMPLOYEX). This will likely happen in case an exercise is qualified as an High
Profile Exercise, as there will be Strategic Communications involved.

b. If no specific written or oral direction and guidance for a DV Day is provided by

higher echelons, during Stage 1, the EG need to reach out and request verification from
the TA leadership if there is an intention for conducting a DV Day from TA perspective.

c. The OSE (normally an officer from the J10 StratCom or PROTOCOL

branch/department in the OSE HQ) has overall responsibility with regard to overseeing DV
Day planning, coordination of activities and execution. In case there is no guidance from
the higher echelon to organise a DV Day, but there is a desire to organise one by the TA
leadership, the TA becomes the owner of the DV Day. (Or, the “owner” of the DV Day
should be identified and the associated OPR becomes responsible for planning,
coordination of activities and execution of DV Day). TA leadership should involve/align
with StratCom on its respective level at earliest stage.

2. Coordination Body Establishment:

a. As soon as the requirement for DV Day organisation has emerged, the “owner” of
the DV Day entity`s exercise OPR has to initiate the establishment of DV Day Planning
Group.

b. Ideally, during Stage 2 of the EP, the DV Day Planning Group members are
identified from every stakeholder and the planning activities can start no later than the
Initial Planning Conference (DV day planning as task in the Protocol/Real Life Support
syndicate or as dedicated DV day planning syndicate).

c. OCE OPR must ensure DV Day planning and coordination is set up on the agenda
at each exercise planning meeting (NOTE: The sooner this topic is discussed, beginning
with a concept, the better it is for the stakeholders as it provides more time to plan and
coordinate).

d. In case the higher echelon has given guidance to organise a DV Day (For a High
Profile Exercise (HPE)), it is crucial that the OSE DV day planning group/team engages
early with NATO HQ and in particular with the outer office of SECGEN. In a very early
stage the date for the DV Day must (after consultation with NATO HQ) be put in concrete,
permitting to book in time sufficient hotel rooms and other venues required for the
execution of the DV Day (Briefing room, reception room, Visitors bureau), and to book
W-1-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

commercial land (in case the venue will not occur on military ground). As soon as the date
is secured, the selected date needs to be put on the NAC and MC travel schedule, to
ensure it remains visible, is not easily overlooked, and remains clear of future potential
conflicting events for the NAC/MC items. The OSE DV day planning group/team should
also start a request for MILAIR transport by any of the Allied nations, facilitating that the
NAC/MC can be picked up directly in Brussels and flown into and from the DV Day location.
Availability of such transport highly increases the success of the DV Day.

3. DV Day Concept Development:

a. During Stage 2 of the EP, in conjunction with exercise timelines development and
milestones design, if it determined to hold a DV Day, a particular day should be designated
for this purpose in the course of the exercise execution training segment (unless this day
is determined by higher echelons well in advance).

b. The following matters should be taken into consideration when determining the
date, programme and location for DV Day:

(1) Who – Verify the “owner” of the DV Day again and explore the owner’s initial
guidance with regard to DV Day (essentially, this should be stated in the EXSPEC
document).

(Note: If DV Day guidance is not stated in the EXSPEC and there is no existent oral
guidance in effect, the DV day planning team/group should strive for commander`s
decision.

(2) What – What the “owner” of the DV Day wants to achieve organising this
event? What should be the time duration of the DV Day? DV Day must ensure that
the programme does not interfere with the progress in achieving the exercise and
training objectives.

(3) When – If not dictated in advance, a tentative date should be designated

considering how this date would fit into the battle rhythm of the execution, with
minimal distraction.

(4) Where – The location of the DV Day conduct should enable and support not
only strategic messaging, but also achievement of exercise objectives.

(5) Why – Whatever the type, form and level of the exercise, there should be a
real and clear justification (political and military) for organising a DV Day.

(6) Invitation Letter – Once the DV Day concept is justified and approved the
invitation letter release authority should be designated.

(7) StratCom messaging/ NATO narrative must be considered.

4. Duties and Responsibilities of OSE, OCE, ODE and HN OPR for DV Day Planning and
Coordination:

a. Establish dedicated planning team and syndicate (such as “DV day planning” or
“Protocol/Real Life Support (RLS)” syndicate) for DV day planning and execution.
W-1-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

b. Attend exercise planning events and provide D&G for DV day planning syndicate
work and DV day planning considerations.

c. Besides PROTOCOL and RLS, involve other stakeholders if necessary, into the DV
Day planning, coordination and discussions including:

(1) Primary: StratCom (to include Engagement and Public Affairs Office), RLS
SMEs (infrastructure, transportation, catering, communications and information
representatives).

(2) Supporting: BUDFIN, Legal Advisor (LEGAD), Command Group (Executive

Assistant (XA), Military Assistant (MA), Aide de Camp (ADC)) representatives,
escort officers.

d. Invitation List Development:

(1) The DV day planning group/team of the Headquarters, which owns the
responsibility for DV Day organisation, is accountable for the development a
proposal document and obtain commander`s approval for the level of invitation.

(2) As soon as the level of invitation proposal is approved by the commander,

the relevant Protocol Office OPR has to create the corresponding name and
address list spreadsheet. In this task, special consideration should be given to
designate the HN (pol/mil representatives), NATO Political bodies’ representatives
and NATO Military authority’s representatives.

(3) After designation of the nominated invitees, a “Save the Date” message
should be sent out to tentative invitees.

e. Invitation Letter Development and Distribution:

(1) The signatory authority/person of the invitation letter should be identified in

advance.

(2) The DV day planning group/team of the Headquarters, which owns the
responsibility for DV Day organisation, is accountable for the development of the
Invitation Letter contents and after completion of the staffing process, they are to
obtain the commander`s approval.

(3) After the commander`s endorsement, Protocol office in coordination with HQ

registry is responsible for disseminating the signed Invitation Letters (n.b. The
Invitation letters can be sent out both electronic and in hard copies).

f. Registration Process:

(1) In case of a HVE, the registration process will be handled by the OSE. All
invitations higher than Military level will be sent out by SECGEN. All others by the
OSE.

(2) For all other DV Days, the registration process and all invitations will be sent
out by the OCE or the TA.
W-1-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

5. Considerations for DV Day Execution:

a. Continuous coordination between the OPRs (OSE, OCE, ODE and HN) and
Protocol/StratCom/JVB chief is paramount after the STARTEX and before the DV Day.

b. Coordination about the details of DV Day execution should become a discussion

point during the daily battle rhythm meetings of the exercise prior the event (this will
facilitate any last minute arrangements).

c. It is necessary to provide the Protocol/JVB section with a working area, which

facilitates and enables section coordination meetings, tracking and managing the DV Day
event and provide space for the escort officers. In this area, land telephone lines/fax,
cellular phones, computers with internet access, printers, transportation assets, are
absolute necessities.

6. Event Sequence:

a. Check with NATO HQ if from a StratCom perspective there is a need for a DV Day.

b. After consultation with SECGEN outer office, the date should be set and fixed.

c. When the DV Day date is secured with NATO HQ, the date should be placed on the
NAC and MC travel schedule.

d. Consult with HN after a site survey, the best location for the DV Day. Factors of
influence; distance to international airport; availability of sufficient rooms of respectable
quality; reception venue; accessibility for media representatives; distance from hotels to
DV Day location and on military or private ground.

e. Make a group booking to secure the rooms and venue. Engage with J8 and LEGAD
at the earliest opportunity.

f. Prepare a letter requesting Allied members to provide roundtrip MILAIR transport

from Brussels to the DV Day location.

g. Determine with all stakeholders an initial DV Day execution plan, preferably a joint
and multinational participation (including partners).

h. In case of a HVE, the TA and OCE PROTOCOL is to send their recommended

invitee list to PROTOCOL of OSE. OSE PROTOCOL in consultation with NATO HQ to
produce a final invitation list.

i. Invitation letters to authorities higher than military, to be sent out by SECGEN and
all others by OSE PROTOCOL. OSE PROTOCOL is to create a registration page for all
participants, including links to book hotel rooms.

j. OCE to combine DV Day with media day and to book a PROTOCOL office and
media office in the hotel.

k. Prepare welcome packages for the invited guests and media kit for journalists.

W-1-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

l. Rehearse the DV Day, including ushers, bus guides during transport, media
engagement (e.g. parking, paths to media spots, loudspeakers) etc.

m. In case of foul weather, decide whether a bad weather program is required and
construct the option.

W-1-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

W-1-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ANNEX X TO
Bi-SCD 075-003
DATED 01 SEP 23

COMPUTER ASSISTED EXERCISE SUPPORT TO THE EXERCISE PROCESS

1. Introduction. The purpose of this annex is to provide an overview of the necessary

resources and requirements related to the planning procedures and actions required to develop
and conduct a Computer Assisted Exercise (CAX). For CAX definition refer to Annex A to this
document.

2. Purpose. CAX support provides realistic synthetic training environment enable the TA to
reach their TOs. CAX support tools provide the following:

a. To compute the outcome of the ongoing operation, i.e. results of the commands
given to the simulated forces.

b. To simulate the entities and conditions not controlled by the TA and needed to
ensure that the synthetic environment is consistent and complete.

c. To maintain a consistent white truth.

d. To stimulate the C2, FS and enable EXCON Control systems.

e. To synchronise the synthetic environment with the exercise flow (i.e., MEL/MIL) and
intended training effects.

f. To provide EXCON with services and information needed by them for steering the
exercise towards the objectives effectively and consistently. Appendix 3 portrays the major
CAX Support planning responsibilities during the exercise process.

3. CAX Support Roles. CAX support requires a robust structure to achieve its goals. These
roles are broken down to cover the different stages of the exercise process. Below table and
definitions present involvement in different stages and responsibilities of CAX Support Roles:

a. Responsibilities

(1) CAX Manager. Coordinate overall execution of CAX Support to the

exercise. Participate in EXDIR Update and other EXCON meetings as required.

(2) CAX Planner. Plan and administers CAX Support to the exercise. Attend
planning events as the CAX Syndicate Lead.

(3) DMT Lead. Plan and controls DMT activities. Execute DMT meetings within
and if required outside of the planning events.

(4) DMT Own Forces Team. Ensure that CAX database contains all the
elements related to the own forces and alliance.

(5) DMT Scenario Team. Ensure that CAX database contains all the elements
related to OPFOR/SITFOR, the neutral forces, weather and geography.

X-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(6) DMT Technical Team. Provide training and technical support on the
database tools used by Own Forces and Scenario Teams, merges the data
collected by DMT and enters the parameters related to low level data.

(7) CAX MEL/MIL Coordinator(s). Coordinate simulation play with the exercise
MEL/MIL script. Participate in MEL/MIL meetings.

(8) CAX Coordinator (Land, Air, Maritime, OPFOR/SITFOR). Coordinate the

simulation play and support CAX Operators within assigned area (domain).

(9) Senior Game Controller. Monitor the simulation execution, communicate

technical issues to the CAX Support team and ensures simulation availability.

(10) Game Controller. Support the Senior Game Controller in monitoring the
simulation execution and ensures simulation availability.

(11) CAX Interoperability Technician. Monitors the CAX Support Tools

interfaces and ensures their interoperability with Functional Systems.

(12) CAX Operator. Implement orders in simulation on behalf of RC and provide

the output from the simulation back to RC.

b. Involvement in different EP stages.

CAX SUPPORT STAGE 1 STAGE 2 STAGE 3

ROLES/STAGES SPECIFICATION PLANNING CONDUCT
CAX Manager X X

CAX Planner X X X

DMT Lead X X X

DMT Own Forces Team X

DMT Scenario Team X

DMT Technical Team X X X

CAX MEL/MIL Coordinator(s) X X

CAX Coordinator (Land, Air, X

Maritime, OPFOR/SITFOR)

Senior Game Controller X

CAX Interoperability X X
Technician

CAX Operator X

X-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

4. Computer Assisted Exercise Support Tools in the Exercise Process. CAX support
tools are involved in all stages of the exercise process (specification, planning, and conduct) to
automate the processes, to prevent the duplication of work, to enhance the exercise environment,
to ensure that the exercise process flows towards the exercise objectives and to improve
efficiency of the exercise preparation, execution and analysis process. The CAX support tools
can be categorised into five categories:

a. Exercise Planning and Management tools. These tools can be used for the
automation of processes, information management and information exchange for the
preparation of the EXSPEC and EXPLAN documents and the products related to these
documents. They can help the preparation of scenario modules as well as the MEL/MIL.

b. Simulation Systems and Ancillary tools. These are the simulation systems and the
software needed to prepare the simulation and to allow operation of the simulation during
execution.

c. Interfaces and/or mediation software to federate simulations, and exchange

information between simulations, EXCON support tools, analysis tools, C2 systems and
FS systems. Simulation should not be visible (i.e. be transparent) to the TA. TA should
only use C2 and FS systems that would be also available during an operation.

d. EXCON support tools. These are systems to control the exercise execution and
analysis such as Common Operational Picture (COP) for EXCON, de-confliction tools, and
report generating tools with a graphical output possibility. These tools are linked with the
exercise planning and management tools and the simulation.

e. Experimentation and Analysis Tools. These are the systems used for participating
in experiments during the conduct of a CAX exercise. They can be simulation systems,
pre-directive and middleware tools, C2IS or C3IS which should follow the guidelines
provided at Reference U.

APPENDICES:

1. Computer Assisted Exercise Support to an Exercise Process

2. Computer Assisted Exercise Database Development Process

3. Computer Assisted Exercise Support Planning Responsibilities during an Exercise Process

X-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

This page is intentionally left blank

X-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 1 TO
ANNEX X TO
BI-SCD 075-003
DATED 01 SEP 23

COMPUTER ASSISTED EXERCISE SUPPORT TO AN EXERCISE PROCESS

1. Overview. This appendix addresses the use of CAX support tools in support of the
exercise process.

2. Requirements for M&S Tools Supporting the Exercise Process. In general, M&S used
to support a CAX should meet the below listed terms:

a. Be interoperable with the Bi-SC AIS Functional Services as well as other CAX
support tools used to support the EP. The required level of interoperability depends on the
information exchange requirements among these tools.

b. Have the capability to operate seamlessly with existing and planned NATO CIS.

c. Be interoperable with national simulations and CIS to support the training and
exercise of national forces, including partner nations.

d. Reduce the requirement for exercise control staff and response cells by providing
automated actions, as well as reporting and analytical capabilities.

e. Be capable of accurately representing the applicable geospatial data as well as the

hydrographical regions, the atmosphere, space and weather (and be capable of employing
training data as well as real world data).

f. Utilise ‘user friendly’ application programs to access and manipulate the databases
and operate the tools with an easy to learn and intuitive front end application.

g. Be capable of being populated from the training audiences’ FSs as well as providing
data and information in the formats and levels of granularity that the training audience
would expect to see if the situation were real.

h. Be custom-tailorable and usable throughout all possible training environments (from

strategic via joint operational to joint tactical level).

3. Support to the Exercise Initiation and Specification Stages.

a. The OSE CAX support tools used during the exercise Initiation and Specification
stages (Stage 0 – Initiation and Stage 1 – Specification) should assist in the: capture,
analysis and harmonisation of relevant NATO policy; strategic direction, guidance and
essential exercise/training objectives; lessons learned; etc. to evolve from the initial to the
confirmed and overarching exercise concept, scope and scale and to produce the exercise
guidance, specification, geo-political situation, analysis requirements and high level
documentation. The more detailed the simulation system is, the more operations are
required to operate it. Thus, the level of granularity should be balanced against the number
of operators that the exercise can afford.

X-1-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

b. The OCE CAX support tools used during the Exercise Initiation and Specification
stages should assist in developing the operational commanders’ EOs 137 and TOs as well
as relevant LL.

c. The EG, when conducting the development of the exercise design, should address
the merit and costs of using CAX support tools to support the exercise. Although this
decision can be modified later during the EP, the broad decision for the use of which M&S
systems and to what extent should be taken before the approved EXSPEC is issued. At
least, it should be decided whether a constructive and/or virtual simulation system will be
used or not. This decision should be based on several factors including but not limited to:

(1) Exercise Objectives and Training Objectives.

(2) Missions and operational tasks.

(3) Capabilities and the availabilities of the simulation systems.

(4) Constraints on resources such as budget, time, space, workforce and CIS
capabilities.

4. Computer Assisted Exercise Support to the Exercise Planning (Stage 2 – Planning).

a. CAX support tools used during the Stage 2 exercise planning and product
development should assist the staff with:

(1) Collaborative development of all scenario modules with respect to geo-

referenced data, information and documentation fully in compliance with NATO
policy, doctrine, forces’ standards, EOs and interoperability requirements of FSs.

(2) Collaborative development of pre-scripted events, injections and information

flows to support achievement of the exercise aim and objectives and to be provided
to the training audience via doctrinal means using FSs, C2 systems or other
authorised conventional means.

(3) Capturing and managing exercise costs.

(4) Collaborative development of the EXPLAN.

b. The EG should carefully consider scrutinising and merging available off the shelf
scenarios or scenario modules when elaborating on the provision of guidance on scenario
development to be incorporated in the OCE Guidance. When this is not feasible and time
allows, a completely new scenario or a complete new setting may need to be developed.
In both of these cases a special purpose setting/scenario development tool could prevent
the duplication of effort, enhance collaboration and increase efficiency as well as connect
the scenario, MEL/MIL and database management team efforts. The scenario
development tool should also be capable of producing theatre data and information in the

137 EO development led by OSE.

X-1-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

formats and levels of granularity required by the TAs’ FSs. The database management
process is explained in detail in the Appendix 2.

c. The EG and/or the ODE, when developing Scenario Module 4 – CRP Information,
should consider use of a MEL/MIL development, management and execution tool. The
tool selected should be capable of, among other things: associating the EOs, TOs, events,
incidents and injections; allowing collaborative development of events, incidents and
injections; allowing modification of injections before transmitting to the TA; allowing
dynamically scripted injections to be introduced; collecting the lessons identified from the
TAs’ response to the scripts; supporting training audience response trend analyses; and
supporting the post-exercise analysis and reporting. An example of a MEL/MIL tool is the
current Joint Exercise Management Module (JEMM) tool.

5. Support to Training Block A Activities - Academics.

a. Scenario development tools may be used for producing the scenario related
products required for the individual and/or collective training performed in the realm of
training block A activities (e.g. FAT/X-FAT).

b. FSs can be used in setting the conditions for training vignettes and M&S tools can
be used for war-gaming purposes during some Collective Training events.

6. Support to Training Block C Activities - Crisis Response Planning.

a. The EXCON CAX support tools used to support the CRP, should assist in the
preparation of the scenario related products for crisis response, sustainment and
deployment planning as well as for war-gaming purposes.

b. There are also M&S tools and FSs designed to support the operations, sustainment
and deployment planning processes that can be used to analyse the plans produced by
the training audience. ADAMS, Allied Command Resource Optimisation Software System
(ACROSS) and TOPFAS are examples of this class of tools. They can be used by exercise
control staff to provide analytical or simulation support to analyse a selected course of
action as well as to assess the impact of potential incidents and injections for inclusion in
the MEL/MIL.

c. Wargaming and rehearsal of plans and orders may be heavily supported by

simulation systems.

7. Support to Training Block D Activities – DEPLOYEX. DEPLOYEX activities may

include Force Activation, Deployment, Reception, Staging and Onward Movement and Integration
(RSOMI), and/or Reward Movement, Staging and Dispatching (RMSD). The CAX support tools
may be used when the execution of deployment plans and orders are practiced without troops.
They should enable:

a. The exercise control staff to execute pre-scripted events, injections and information
flows as well as to dynamically script and provide events, injections and information flows
oriented toward the exercise aim and objectives.

X-1-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

b. The exercise control staff to receive and process TA generated requests, reports
and orders to support development, coordination and execution of exercise control staff
responses.

c. CAX support to assist exercise control staff in identifying potential shortfalls in

achieving exercise requirements, evaluating alternative courses of action and
recommending modifications and improvements to the exercise director.

8. Support to Training Block E Activities - EMPLOYEX.

a. The CAX tools may also support the conduct of operations during EMPLOYEX
when troops are partially available (FTX) or absent (CPX).

b. Various simulation systems may be used in the E training blocks of FTX/CPXs.

Currently the Joint Theatre Level Simulation (JTLS), the Joint Conflict and Tactical
Simulation (JCATS) and Virtual Battle Space (VBS) are the simulations systems used by
the JWC and JFTC. JTLS is a highly aggregated joint constructive simulation system
mainly used in CAXs at joint or component level (available at JWC and JFTC). JCATS is
a high resolution joint constructive simulation system used in the exercises at the tactical
level mainly supported JFTC. VBS is a whole-earth virtual desktop trainer and simulation
host providing also additional capabilities for 3D visualization.

c. CAX support tools must realistically stimulate the C4I environment during CAXs. In
other words, simulation systems and all the other related software must not be seen/used
by the TA which should carry out the exercise as if they are in an operation. The TA should
command their subordinates by using C4I systems normally available to them. They
should also be able to receive orders and to send reports through these systems.

d. As many injections can be created automatically by the simulation systems their

inputs to the TAs’ information systems should be carefully monitored for two reasons:

(1) Exercise control staff needs to follow the management of the incidents and
injections from the beginning to the end. These incidents assigned to CAX support
should be provided with a clear desired outcome.

(2) Some of the incidents and injections created automatically can hamper the
exercise goals, and therefore may need to be removed in advance before they come
to the attention of the TA.

On the other hand, CAX Support should not be overly constrained in order to confirm
the TA with realistic and commensurate challenges. Simulation outcomes should be
worst the effort of building the simulation database and training/deploying a significant
number of CAX operators.

9. Support to Exercise Feedback Processes - Assessment. Support tools used

throughout the exercise should:

a. Relate to the EAs, EOs, TOs, and exercise feedback requirements.

X-1-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

b. Assist in the identification of deficiencies that may inhibit training audience abilities
to perform their assigned missions.

c. Support the conduct of comprehensive post-exercise analysis that include accurate

event reconstruction and the derivation of lessons for users to assist in real-world
operations.

X-1-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

X-1-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 2 TO
ANNEX X TO
BI-SCD 075-003
DATED 01 SEP 23

COMPUTER ASSISTED EXERCISES DATABASE DEVELOPMENT PROCESS

1. Aim and Scope. The purpose of this appendix is to describe the process that will be
applied by the Training Centres to build CAX databases and the organisation of the Database
Management Teams (DMTs). Each step of the database development process is described in
terms of nature, expected attendance, duration and outcome.

2. Overview

a. A CAX employs a computer-based simulation system to represent activities of

entities in a consistent manner from a point of view of time and space. Physical aspects
related to movement, consumption of resources and perception are represented in the
simulation model. However the definition and characteristics of entities do not form a part
of the simulation model. The collection of actual environment descriptions, entity
descriptions and resource characteristics needs to be defined as input for the simulation
model. This collection is referred to as the simulation database. Its definition is a collective
effort. Entities need to be defined, their descriptive data collected, verified and their
behaviour in the simulation validated. The DMT is responsible to accomplish this task.

Figure X-2-1 - Synthetic Environment Database Preparation Process

b. As depicted in Figure X-2-1, CAX database development process is a complex sub-

process integrated with and aligned to; scenario development, MEL/MIL development and
operational planning processes. Therefore, its timeline needs to be connected to those
processes. Moreover, it is a CAX support responsibility to ensure alignment of the TA C2
systems with the scenario data. Therefore, the CAX support database management
process applies not only to M&S tool databases but also C2 databases.

X-2-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

3. Computer Assisted Exercise Database

a. Many of the in-theatre entities have already been created in existing CAX databases
and can be used for a new CAX database. Their capabilities and state will need to be
validated with respect to the EOs. In addition a considerable amount of alliance forces
exist in various other databases and could be imported into the new database.

b. Simulation data may be obtained from many sources. The data include terrain data,
description of military units, modelling parameters, description of targets, logistics
parameters, prototype definitions, force command and logistics structures and lethality
data.

c. The DMT typically collects the data indicated as high-level data in Figure X-2-2.
Low-level data are normally already been collected and in the database. Normally
JWC/JFTC collects and/or validates the low level data when a new setting is created.
However, there may still be a need to modify some low level data, such as, creating or
modifying a tactical unit prototype, creating weather fronts, modifying terrain data and
creating and assigning new aircraft loads.

Data Category Description (partial only)

Low level data
Modelling • Random number streams.
Parameters • Altitude and depth zone definitions.
• Combat system definitions Supply category definitions Weather conditions and
fronts.
Terrain Data Playing surface size in hexes Hexagon conversion factors Barrier and hex
trafficability data.
Target Category Target class definitions Aircraft classes, Surface-to-Surface Missile (SSM) types, etc.
Data
Prototype Data Force side definitions Tactical unit prototypes Ship unit prototypes High resolution
unit prototypes Faction prototypes.
Lethality Data Targetable weapon definitions Target type Group Aircraft loads Load assignments
Weapon type lethality Mine field lethality data Lanchester data.
High level data
Unit Data • Faction definitions.
• Individual unit data.
• Command and support hierarchies.
• Naval formation data.
• Individual high resolution unit data.
Target Data • Individual target data networks.
• Pipeline and railroad.
• Bridge and tunnel target networks.
• Integrated Air Defence Systems (IADS) networks.
• Supply movement assets.
TPFDD Data Unit arrival times Arrival data.
Strategic Re- LOGIN times Receiving units Supplies lists.
supply Data
External Event Types and times of events Event-specific data.
Data

Figure X-2-2 - Simulation Database Requirements

X-2-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

4. Organisation of Database Management Team. The DMT will have the following
composition (typical):

a. DMT Coordinator. Training Center respective Head assigns a DMT Lead. DMT
Lead is responsible for monitoring the overall process and ensures that the database
development process is running according to the exercise process timings and the EOs.

b. DMT Own Forces Team. PTA constitutes a DMT Own Forces Team, which
ensures that the database contains all the elements related to the own forces and alliance
according to their OPLANs, and orders. This team is typically composed of members, who
carry out the following tasks, i.e., the number of members is dependent on the exercise
structure:

(1) Lead (typically Intelligence/Operations/Planning/Readiness and

Requirements staff of TA).

(2) Alliance Air.

(3) Alliance Land.

(4) Alliance Maritime.

(5) Alliance Enablement.

(6) Alliance Special Operations Component Command (SOCC).

(7) Alliance Psychological Operations Component Command (POCC).

(8) Chemical, Biological, Radiological and Nuclear (CBRN).

(9) Civil-Military Cooperation (CIMIC).

(10) Cyber/Space (as required).

(11) C2 databases.

(12) OPP tools databases.

(13) Additional forces according to the exercise design.

c. DMT Scenario Team. JWC/JFTC Scenario Development Team constitutes a DMT

Scenario Team composed of the following members, who ensure that the data base
contains all the elements related to Situation Forces (SITFOR), the neutral forces, weather
and geography required to meet the intended flows of training blocks D and E.

(1) Coordinator (typically Scenario Team Leader).

(2) Geography.

(3) Country books and area nations.

X-2-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(4) Weather.

(5) Air.

(6) Land.

(7) Maritime.

(8) SOCC.

(9) POCC.

(10) Enablement.

(11) CBRN.

(12) CIMIC.

(13) Cyber/Space (as required).

(14) NGO/IO.

(15) Fixed Target List.

(16) Additional event required entities may include CYBER and HYBRID SMEs.

d. DMT Technical Team. A DMT technical team should consist of at least one
database manager reporting to the exercise DMT Coordinator, and several database
engineers, typically two or three, to provide training and technical support on the database
tools used by own forces and scenario teams; to merge the data collected by DMT; to enter
the parameters related to low level data; to coordinate low level data with DMT; to run
database verification and validation tools; to correct the minor problems reported by the
verification tools and to report the more complex warnings or errors to the DMT. The
database engineers provide technical support to DMT scenario team, and ensure technical
requirements for the DMT activities carried out in JWC/JFTC facilities or via distributed
exercise set-up, i.e. hardware and software for database preparation are fulfilled.

5. Computer Assisted Exercises Database Preparation Process

a. DMT Lead briefs Scenario and CAX Syndicate during Initial Planning Conference
(IPC) about the following:

(1) DMT organisation for the exercise.

(2) Tasks of the DMT members.

(3) Database preparation timelines for the exercise.

b. PTA, STA and JWC/JFTC Scenario Team nominate the DMT members before the
MPC.

X-2-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

c. DMT constitution meeting. The first DMT meeting is usually during the MPC
meeting. The key DMT personnel attend this meeting. The objectives of the first meeting
are:

(1) To define decisions as a lead to CAX database development.

(2) To define the database building process.

(3) To define the timelines for database build.

(4) To discuss database-building tools and introduce the scenario used for the
exercise data base and the existing lists of alliance units.

d. DMT entity design meeting. The DMT entity design meeting will usually take place
in general 20 weeks before STARTEX. In view of any new set of headquarters participating
in the process, the entire DMT should attend. The objectives of the meeting are:

(1) To refine the main database entity design decisions.

(2) To describe the important geographical features that are included in the data
base and how they are derived from source data.

(3) To define the various sides and factions within sides to support the intended
training block D and E flows.

(4) To define the level of detail to which entities should be described and how
they will be organised in a coherent structure including the non-combatant or
irregular forces.

(5) To define the approach that will be adopted to develop the logistic support
entities.

(6) To establish the list of C2 systems that will consume data from the simulation
and to agree on an approach for initialising these systems.

(7) To describe and distribute an initial ORBAT data base based on Immediate
Response Force (IRF) and Response Force Pool (RFP) and to agree on who is
responsible for modifying which parts.

(8) To review and amend the database building timeline in order to complete the
process in time for STARTEX definition and for the preparation of EXCON training
including battle captains.

(9) To identify any areas of uncertainty in the definition of the exercise setting
that require decision by exercise planners so that their requirements can be
incorporated into the simulation database.

(10) To present the database building tools and data exchange procedures that
will be employed to build and to exchange data between data providers and

X-2-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

database builders. A tutorial in using the database building tools is provided to DMT
members.

(11) To demonstrate how the final product of the DMT work will be employed
during training blocks D and E by conducting a short simulation execution session.

(12) To distribute the initial scenario database and associated data collection and
review tools to DMT members.

e. Within 4-6 weeks after the Entity Design Meeting, the DMT members collect and
build their forces in the appropriate application selected by the DMT Technical Team.

f. Database Verification (review) Session. The first database review session is usually
4-6 weeks after the Entity Design Meeting and can be repeated if necessary 4 weeks after
the first review session. If feasible it should be conducted after the Crisis Response
Planning/Force Generation Conference. Based on the complexity of exercise, this session
can be completed remotely or may require a workshop. If the exercise requires a
workshop, each data provider attends the workshop for 1.5 days on a schedule basis by
functional area. The schedule is established to enable the database builder(s) to spend
sufficient time on correcting the forces in the scenario database. Functional Areas are as
follows:

(1) Ground forces + Enablement.

(2) SOCC/POCC.

(3) Air force assets.

(4) Maritime assets.

(5) Cyber assets.

(6) Hybrid warfare assets.

(7) Space assets.

g. The overall purpose of the database verification session is for the DMT members to
review and discuss the implementation of the data in the consolidated JTLS/JCATS
database. This session will allow data providers and builders to resolve questions that
have arisen during the data collection process, e.g. how to represent certain capabilities
and during the consolidation process, e.g. why support structure has been designed in a
specific manner. The following data will be reviewed and discussed:

(1) ORBAT. Unit C2 structure, unit composition in terms of combat systems, air
defence assets, engineering assets (bridging, mine clearing), sensors, jammers and
other associated entities, e.g. runways and shelters for airbases.

(2) Logistic Support Structure. Support relationships, critical supply categories

and associated stockage levels and weapon expenditure rates.

X-2-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(3) Terrain. In terms of expected trafficability by units.

(4) Targets. Selected fixed target sets and associated naming convention.

(5) Air Defence. Air defence system characteristics.

(6) Aircrafts. Aircraft characteristics and weapon loads.

(7) Sensors. Sensor and jammer characteristics.

(8) SOF. Assets and capabilities.

(9) Space Based Assets.

(10) An amended database will be produced as a result of the session and

distributed to members.

(11) The DMT members can make final modifications until 1 week before the
database validation session and forward any changes for incorporation

h. CAX Database Validation Session. The Database validation is conducted in

general 6 weeks before STARTEX and before the MEL/MIL Scripting Conference. Each
data provider attends the workshop for 2-3 days; during that period supported by a team
of SMEs the data are validated.

(1) The purpose of the validation session is to run the simulation with the
exercise database and conduct a controlled set of dynamic tests to ensure that the
units, equipment, targets and terrain behave and interact in a realistic manner.
Therefore participants should gather reference data concerning the performance of
units and systems prior to the validation session. More specifically the following will
be tested and compared to the expected values that participants will have gathered:

(a) Maritime. Capabilities to move, communicate, sustain own and

airborne operations, detect, jam, cause attrition, clear and lay minefields. If
relevant the ability to support carrier and amphibious operations or remain
undetected.

(b) Air. Aircraft ability to perform specific roles with expected level of
attrition and success. Standard conventional load composition by mission
profile in terms of sensors, jammers, weapons and fuel. Air defence
capability to engage and destroy aircraft target categories. Ability to detect
and jam by fixed or mobile sensors and emitters. Ability of airbases to
support and sustain operations for a specified amount of time.

(c) Land. Direct fire combat, indirect fire ability and effect, manoeuvre
capability and speed, engineering assets to lay bridges, mines, destroy
obstacles, clear/breach minefields, ability of air defence to engage and attrit,
ability of army aviation to detect, engage and attrit, transport assets and
supplies. Combat thresholds. Ability of units to collect intelligence through

X-2-7
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

intrinsic or explicit assets, e.g., counter-battery radars, teams. Trafficability

and movement.

(d) Special Operation Forces. Ability to create teams and task them to
perform specific operations.

(e) Enablement. Support distances and holdings in terms of

transportation assets. Repair capability of factions. Requisition times and
convoy re-supply times.

(2) A wider attendance is required for Database Validation Meeting. Indeed

DMT team members and force contributing representatives, need to be reinforced
with functional area experts in order to assess, evaluate and modify simulation data
to achieve an acceptable behaviour by simulation entities. DMT Technical Team is
also expanded to ensure that the various functional area tests can be executed in
parallel.

(3) A standard suite of tests has been developed to validate the various aspects
of the simulation data base. Modifications to unit and parametric data can be
implemented during the validation in an iterative manner and tests need to be
performed until an acceptable behaviour has been demonstrated. The associated
modifications are recorded and implemented in the exercise database. As a result
of the session, a new version of the database will be released to DMT members.

i. STARTEX Validation/War-gaming Session. The STARTEX situation is expected to

be agreed after the operations planning process is completed. The STARTEX
Validation/War-gaming workshop will usually be conducted 4 weeks before STARTEX.
The session should coincide with the conclusion of the MEL/MIL scripting workshop.
Components will be required to provide STARTEX data one week before STARTEX
Validation/War-gaming session to DMT Technical Team.

(1) The main goal of STARTEX Validation is to ensure that the scenario
database and more specifically the STARTEX position, force ratio (capability) and
logistics supply level of forces will provide the ability to meet the training objectives
by being able to implement the planned exercise flow including branches that may
depend on decisions by the TA. Events expected to occur during the exercise will
be presented at the beginning of the session. A number of critical aspects from a
time and space aspect will be war-gamed with the simulation to check whether the
timelines foreseen by the storyline developers can be met. At this time the MEL/MIL
synchronisation will be done. Whenever adjustments to the STARTEX situation are
required, it will be done during the session and the process is reiterated. This
session will be conducted in a joint manner using the OPLANs, sustainment plans
and deployment/RSOMI plans that have been developed during C training blocks
of the exercise.

(2) A tailored attendance is required for this critical session. One representative
from TA Plans/Intelligence, SOCC Plans, Air Component Command (ACC) Plans,
Land Component Command (LCC) Plans and Maritime Component Command
(MCC) Plans need to attend the first day of the meeting to present the OPLANs that
X-2-8
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

have been developed. DMT members, exercise flow managers and the SITFOR
coordinator(s) should attend the entire meeting.

(3) As a result of this session, the final simulation database will be compiled. It
will be used for training and for the exercise. The session will also be used to
develop an anticipated exercise flow, which can be expressed in a synchronisation
matrix for all alliance and other forces as well as for neutrals.

j. C2 Initialisation Workshop. Having developed a validated STARTEX database, a

workshop is held with the database managers of the C2 systems that are employed by the
exercising headquarters. The workshop is usually two-four weeks before STARTEX. The
database managers of the C2 systems in the exercise and DMT Technical Team attend
this meeting.

k. STARTEX Air Tasking Order production and verification. At STARTEX, aircraft

should be flying. Therefore the ACC will need to build the Air Tasking Order (ATO) that is
executing on the first day of the exercise prior to the exercise. Since the ATO is processed
in an automated manner by the simulation system, certain rules need to be followed to
allow the translation to execute effectively. This process has the following steps:

(1) DMT Technical Team releases a representative Integrated Command and

Control 138 (ICC) STARTEX database 8 weeks before STARTEX.

(2) The exercise designated authority for Air tasking in combination with army
aviation, maritime air planners and SOF air planners is expected to produce a
representative ATO in the following 2 weeks and to attend a validation workshop 4
weeks before STARTEX.

(3) DMT Technical Team releases STARTEX ICC data base no later than 3
weeks before STARTEX.

(4) The exercise designated authority for Air tasking in combination with army
aviation, maritime air planners and SOF air planners is expected to produce the
STARTEX ATO 1 week before STARTEX.

(5) The ATO will be verified in a dynamic fashion at the EXCON site with the
response cell. The Air TA should be reachable for comments.

(6) The Air RC should also plan to participate in the EXCON mini-exercise to
gain familiarity with the real time management of air operations in the exercise
setting

l. After Action Review database. After ENDEX, Training Center respective

Branch/section saves the simulation database including the checkpoint and time files and
archive it onto a suitable media. The classification, the name of the exercise has to be
indicated on the Machine Readable Media (MRM) and the media has to be stored at an
appropriate location. A record of available scenario databases including the Versions and

138 ICC software for air operations.

X-2-9
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

tools used during the building process will be maintained by the JWC CAX Support/JFTC
Plans and Development Division.

X-2-10
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 3 TO
ANNEX X TO
BI-SCD 075-003
DATED 01 SEP 23

COMPUTER ASSISTED EXERCISE SUPPORT PLANNING RESPONSIBILITIES DURING AN EXERCISE PROCESS

Event OSE OCE CAX Planner Supporting PTA/CC

Organisations
Exercise Objective Validate the choice Recommend the type Advice the OCE on the Provide inputs Acknowledge
Workshop 1 of the simulation of simulation systems choice of simulation as required the need for
systems to be used with ODE systems (granularity vs database
support database/operators generation and
requirements) Operators
training/suppor
t
Initial Planning Support CAX Set-up CAX Assessment of M&S Provide inputs Provide
Conference syndicate set-up. syndicate. Exercise requirements and as required nominees for
Exercise outline outline. Timing and resources. Initiate DMT DMT
dates. Collect CAX Establishment. Initial draft composition
Support inputs to respective EXPLAN
EXPLAN. First Draft Annex. Rough CAX
for SIM-C2 System Support Design. DMT
IER matrix composition. Initial Draft of
SIM-C2 system IER.
Main Planning Summary of the Complete CAX Refined Draft Exercise Provide inputs Provide inputs
Conference ongoing issues from Support inputs to Plan Annex F. First Draft of as required. as required,
OSE CAX Support EXPLAN. Final EXCON structure. First Participation to Participation to
point of view. version of SIM-C2 Draft of CAX workforce. DMT DMT
Provide CJSOR IER matrix. Results of Final Draft of SIM-C2 Constitution Constitution
used for the the site surveys, system IER. Conduct of Meeting Meeting
Exercise. including floor plans

X-3-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

and equipment first DMT Constitution

locations. Meeting.
DMT Entity Design Train DMT Members on Provide Provide
Meeting database tools. support as participation
required as required
Database Verification Build the simulation Provide Provide
(may be repeated in 4 database and verify the support as participation
weeks) entities required and ORBAT
as required
Event OSE OCE CAX OPR Supporting PTA / CC
Organisations
Final Summary of the EP Final minor changes Finalise Draft Exercise Provide Provide inputs
Coordination Conference and way ahead to CAX Support Plan Annex F. support as as required
requirements. Finalise EXCON structure. required
Finalise EXCON
Workforce. Finalise CAX
EXCON specific training.
Set MINIEX CAX Support
design requirements

X-3-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ANNEX Y TO
Bi-SCD 075-003
DATED 01 SEP 23

SETTING, SCENARIO AND CONTENT DEVELOPMENT

1. Introduction. This annex provides key principles for setting, scenario, and content
development. Appendix 1 describes the basic scenario modules and Appendix 2 describes the
key activities during the content development process.

a. Setting. The setting is defined as the strategic situation related to the regional
context, which includes PMESII-G 139 information on all potential actors involved in the
exercises crises or conflict. The EXSPEC’s Geo-Strategic situation is derived from the
setting. The setting may be sufficiently sensitive as to have been the subject of discussion
between NATO HQ and ACO prior to the commencement of the EP. The setting is
generally complete and fixed prior to the EXSPEC being approved for a given exercise.
Minimal changes can be made to an approved setting that will be utilised for a series of
exercises over time.

b. Scenario. The scenario is defined as the background story that describes the
historical, political, military, economic, cultural, humanitarian and legal events and
circumstances that have led to the current exercise crises or conflict. The scenario
modules 1-6 are tailored to meet the specific exercise and training objectives with a MDO
(Multi Domain Operation) approach.

c. Script. The script includes incidents, and injects arranged thematically and
designed to trigger training audience decisions and activities that will allow them to achieve
the exercise and training objectives.

2. Setting, Scenario and Development Deliverables. The setting, scenario and content
development deliverables are self-evident and clearly separated in the EP. However, these items
are Political/Military (Pol-Mil) sensitive and liable to change even after the EXSPEC has been
approved. Great care must be taken when drafting the elements of the scenario to ensure
sensitivities of Pol-Mil issues are observed at every point.

3. Setting Development Organisation. When tasked to develop a new setting an initial

scoping stage occurs to analyse existing settings to see if they can be modified to meet the new
requirements. When a completely new setting is required, the setting development process
begins. This typically entails the resourcing of a surge team of developers either by dedicating
existing workforce or hiring the required expertise. The baseline requirements for a setting
development team include:

a. Political – Strategic SME.

b. Military – Strategic SME.

c. Geo-Political (Area) SME (e.g. High North SME, Eastern Europe Doctrine, Hybrid,
etc.).

139 PMESII-G: Political, Military, Economic, Social, Infrastructure, Information, and Geo
Y-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

d. Geospatial SME.

e. Targeteer SME.

f. Social – Economic SME.

g. Other SMEs as required.

4. Setting Development Process. The timeline for the development of a new setting begins
36 to 42 months prior to the first training block E activities are conducted. Upon completion, the
setting remains unchanged and is used for multiple exercises for a period of several years.
Settings are developed to meet the requirements levied by the Exercise Setting & Scenario
Development Working Group (ES2DWG) (HQ SACT responsibility), MTEP (SHAPE
responsibility), CT&E (SHAPE responsibility) and political D&G from the nations. A wargaming
session, bringing in a wide range of stakeholders is a recognised best practice to increase the
scope of inputs to a new setting. Typical documents found in the setting include:

a. Country data (PMESII-G factors).

b. Geospatial data and products.

c. Historical Road to Crisis.

d. SOFA and similar agreements.

e. HNS agreements.

f. Human networks.

g. Biographies.

h. Meteorology/Oceanography (METOC) data and background material.

i. Setting CAX data (terrain, infrastructure, equipment capabilities, etc.).

j. Other documents as required (professional publications).

5. Scenario and Content Development Coordination. In most large exercises, especially

those at the strategic and operational levels, the roles of these two groups are separate. It is
important for the coordination of the two groups that there is interplay, perhaps even shared
membership between them, but their roles must be recognised as being different. One role
provides the springboard from which the exercise stems; the other the script from which the
exercise is controlled.

a. Planning Stages. Both processes work towards a common goal in every type of
exercise, and there must be close cooperation between the groups throughout the process,
for example combined Scenario/Content syndicates during the IPC, MPC and FCC in close
coordination within the CAX and OPS syndicates.

b. Exercise Scripting. After adjustment of the TA OPLAN, or production of orders

(pending on the training effort), the scenario group will shift from supported to supporting
Y-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

and the Content group will be in the supported role as the focus shifts to conduct training
block D and/or E activities.

6. Scenario Development Organisation. Unlike the setting, the scenario, as define

above, is tailored for each exercise. It must maintain consistency with the setting. In addition
to the documents that guide the development of the setting, the scenario complies with guidance
found in the OSE Guidance, the OCE Guidance, the OSE’s EAs and EOs and the OCE’s
approved TOs. Within the TOs are TA conditions that are critical to communicating and
resourcing (when feasible) TA expectations. To meet these requirements, the ODE establishes
a scenario development team. This team is comprised of shared resources (personnel) that
work on several, overlapping exercise concurrently. The scenario development team generally
consists of:

a. Chief Scenario.

b. Deputy Chief Scenario.

c. Chief Intel.

d. Chief Targeting.

e. METOC Manager.

f. Chief Geo.

g. Scenario Developer Socio/Economics.

h. Scenario Developer Geospatial.

i. Scenario Developer Military Joint/Intelligence.

j. Scenario Developer Military Joint/Maritime & Amphibious.

k. Scenario Developer Civil Military Interaction/Civil Military Coordination.

l. Scenario Developer Political-Strategic.

m. Scenario Developer Military-Strategic.

n. Scenario Developer Military Joint Land.

o. Scenario Developer Military Joint Air & Space.

p. Scenario Developer Targeting.

q. Scenario Developer StratCom.

r. Scenario Developer Enablement.

s. RFI Manager

t. Cyber domain SME

Y-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

u. Any other SME required

7. Content Development Process 140. This process is led by the ODE with significant TA
contribution and support to generate products. Using the setting and scenario as its basis, the
content organisation will manage TA members and their SMEs to script the storylines and
exercise material to be presented to the TA during exercise execution. The script will be
designed to challenge the TAs’ decision-making processes, triggering decisions and activities
in the TA that will enable them to achieve the EOs and TOs. The intensities of various portions
of the scenario (e.g. the threat to TA forces from specific groups) can be manipulated via the
script in order to generate specific training effects within the TA. SME, TA and subordinate
formation/unit support is vital throughout the scripting process to ensure the final executed
exercise meets TA expectations and requirements.

8. For the content development process to be able to take place, it is necessary to have
planning documents from the TA such as the OPLAN, JCO or otherwise be aware of the TA’s
crisis response planning.

9. Content Development Organisation. The content team will hold responsibility for
management of exercise script development and delivery as well as oversight of the database
in which the script is stored. The team is comprised of shared resources (personnel) that work
on several, overlapping exercise concurrently. The content team generally consists of:

a. Chief Content.

b. Deputy Chief Content.

c. JEMM Manager.

d. Event Managers x 3 (exact number depends on scope and organisation of

exercise).

e. Deputy Event Managers x 3 (exact number depends on scope and organisation of

exercise).

10. Scenario and Content Development Timeline. The following figure Y-1 shows how
the setting, scenario and script develop alongside each other during the EP.

140 See Appendix 2 for more details.

Y-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure Y-1 – Scenario and Content Development timeline and interactions. Suggested timelines
on the top row are representative of a MDX.

APPENDICES

1. Scenario Modules

2. Content Development activities

3. Setting and Scenario release process

Y-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

Y-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 1 TO
ANNEX Y TO
Bi-SCD 075-003
DATED 01 SEP 23

SCENARIO MODULES

1. Scenario. A scenario is defined as “the background story” that describes the historical,
political, military, economic, cultural, humanitarian and legal events and circumstances that have
led to the current exercise crisis or conflict. The scenario is designed to support exercise and
training objectives and, like the setting, can be real, fictionalised or synthetic as is appropriate. A
scenario will be composed of specific modules essential to the accomplishment of the exercise
objectives or of the seminar/academic/experiment objectives. The module structure is not a
sequential development and delivery construct. Rather, development and delivery of the modules
often overlap, and therefore the process must remain flexible and tailored to specific exercise
needs. For instance, the Crises Response Intelligence Package (CRIP), may be released well
ahead of other Module 4 products, to support the TA in its CUOE and Intelligence Preparation of
the Operational Environmen (IPOE) process.

2. Setting. The setting is defined as “the strategic situation” related to the regional context,
which includes basic geographic, historical, political, military, economic, cultural, humanitarian
and legal information on all potential actors involved in the exercise crises or conflict. Developing
a new setting begins 36 – 42 months before the execution of training block D and/or E activities
of an exercise.

3. Scenario Modules. The specific modules are detailed below. The module descriptions
are not intended to be prescriptive in nature, but rather to describe the kinds of information and
products to be included in the scenario:

a. Module 1 - Geo-Strategic Situation. Includes a generic description of the crisis

area including the major regional actors, and a description of the crisis, including its
historical background and major political, military, economic, cultural, humanitarian and
legal conditions, including membership in relevant arms control treaties and agreements,
that support a NATO military response. The Geo-Strategic situation is summarised in the
EXSPEC and included in an EXSPEC Annex. Module 1 is effectively an executive
summary of the much more comprehensive setting.

b. Module 2 - Theatre of Operations. Static information/data about the region to

support strategic assessments and operations planning. Information/data are produced in
Bi-SC AIS functional services/doctrinal formats (where available). This module includes:

(1) Geospatial data and products (Level 1).

(2) Country information.

(3) Opposing Forces Orders of Battle (Intelligence Functional System) – OPFOR

ORBAT (INTEL FS).

c. Module 3 - Strategic Initiation. Establishes the international and NATO political

desired end-state, objectives, limitations and directions as well as the supporting strategic
assessments and planning guidance following the NATO crisis response system. This
Y-1-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

module should include:

(1) Road to Crisis (Narrative summary of the key developments/ events in the
operational environment leading up to the agreed situational starting point from
which the exercise database will be developed).

(2) Legal Terms of Reference.

(3) NAC Initiating Directive (NID).

(4) NATO Integrated Communications Plan.

(5) NAC Integrated Air and Missile Defence.

(6) Prioritized Critical Asset List.

(7) Strategic Military Assessment.

(8) SACEUR’s Strategic Warning Order.

(9) SACEUR’s Strategic Assessment and SACEUR’s Military Response

Options.

(10) SACEUR and intermediate Commanders’ Planning Directives.

(11) Political/Strategic Guidance.

(12) Information Environment Summary (as required).

(13) MEL/MIL Storyboards.

(14) Strategic CONOPS.

(15) Strategic/Operational OPLAN.

(16) NAC Force Activation Directive.

(17) NAC Execution Directive (NED).

(18) Strategic/Joint Coordination Order.

d. Module 4 - Crisis Response Planning Information. Provides current updated

information/data about the international and regional situation. Information/data are
produced in Bi-SC AIS Functional Services/doctrinal formats (where available). This
module includes, as a minimum:

(1) Geospatial data and products (Level 2).

(2) TOPFAS dataset.

(3) CRIP (scenario specific).

Y-1-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(4) Friendly Forces. Provides forces available for planning.

(5) Target IDB.

(6) Civil military data and information sufficient to support TA development of the
production of the Civil Assessment and the CIMIC Estimate as well as the CIMIC
input to an Operation Plan.

(7) OLRT support (as required).

(8) Intelligence Summary (INTSUM)/CSUs.

(9) Road to Crisis (RTC) updates.

(10) Initial Crisis Estimate (ICE) (as required).

(11) RFI support. The RFI is used to describe an intelligence requirement that is
passed to the intelligence requirements manager at higher, lower or adjacent levels.
A RFI is used when a commander does not have sufficient allocated collection
capabilities or the intelligence staff is unable to answer a question through research
or other means, and thus the commander requires assistance from a superior or
adjacent command. Where a commander has no assigned collection capability to
answer the intelligence requirement it is passed to higher or adjacent formations as
a RFI. It is important that Intelligence Requirements Management and Collection
Management (IRM&CM) staffs develop a procedure for time-sensitive, unexpected
or urgent requirements that need to be fast-tracked. In addition to red force, the
RFI process also supports blue and green/yellow forces.

(12) Log-Base dataset.

e. Module 5 - Force Activation and Deployment Information. Provides external

information/data in response to player CONOPS and CJSOR as well as Critical Information
Requirement (CCIR) as required to complete execution planning and to initiate deployment
and initial entry operations. Information/data are produced in Bi-SC AIS Functional
Services/doctrinal formats (where available). This module includes, as a minimum:

(1) Activation Warning/Activation Request (ACTWARN/ACTREQ) messages.

(2) Force Preparation (FORCEPREP) messages.

(3) Allied Force List (AFL).

(4) Force Balancing Results.

(5) SOFAs/MOUs/TAs.

(6) MNDDP/Flow Execution Plan (FEP).

(7) ACTORD message(s).

Y-1-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(8) ORBAT TOA messages.

(9) Current INTSUM/Intelligence Report (INTREP) (as required).

(10) Joint Targets List.

(11) NATO Crisis Response System (NCRS) messages.

(12) Rules of Engagement Authorisation (ROEAUTH)/Rules of Engagement

Implementation (ROEIMPL) messages.

(13) JEMM ready for execution.

f. Module 6 - Execution Information. Describes the current situation at STARTEX,

based on OPLAN operational information exchange requirements. Information/data are
produced in Bi-SC AIS Functional Services/doctrinal formats (where available). This
module includes, as a minimum:

(1) Geospatial Data and Products (Level 3-5).

(2) NAC Decision Sheet (Art. V - as required).

(3) Daily Intelligence Update (DIU).

(4) Operational assessments and reports. Assessments and reports that would
normally be available in a real situation must be developed and provided before the
exercise starts and during execution at predetermined times/situations. These
would include periodic operational information exchange formatted reports and
special reports. Additional information and products should be held until requested
by the TA using doctrinal processes and procedures. Examples include special
intelligence information, port data and CIMIC-oriented reports.

(5) FRAGO.

(6) Order of Battle/Transfer of Authority /STARTEX Package.

(7) Force Laydown.

(8) Cell Situation Reports (SITREPs) (Land, Air, Navy, Public Affairs Office
(PAO), CIMIC, CIS, METOC, Deployment, Logistics, etc.).

(9) Target Battle Damage Assessment (Tgt BDA).

(10) Area of Interest (AOI) NATO Common Operating Picture (NCOP) data and
information. These include data/information products required by ‘Recognised
Picture’ Functional Services (e.g. ICC, Maritime Command and Control Information
System (MCCIS), Land Command & Control Information Services (LC2IS)) that
contribute automatically to the COP; specialised Functional Services (e.g. INTEL-
FS, TOPFAS) that provide data and information to the COP as required; and theatre
functional databases (e.g. CIMIC, Medical, Military Engineering) that contribute to
Y-1-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

COP overlays through overlay management agents. Some of these

data/information products may be generated by LOCON and some may be
developed with assistance of M&S/synthetic tools.

Y-1-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

Y-1-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 2 TO
ANNEX Y TO
Bi-SCD 075-003
DATED 01 SEP 23

CONTENT DEVELOPMENT ACTIVITIES

1. Introduction. The content is the material that is delivered to the TA during the execution
of training block E activities. This is a script, which is designed to create a training environment
with opportunities for the TA to achieve their TOs while executing an agreed portion of their
OPLAN/JCOs. During the agreed time period of operations represented during exercise
execution, the script will manipulate elements of the scenario to generate specific effects and
actions in the TA. It is through the TAs’ reactions to these challenges that the TOs and EOs will
be met. The aim of content activity is to ensure that exercise and transformation objectives can
be met while supporting the TA to achieve their own training objectives.

2. Content Structure. The development of exercise content is organised into a logical,

progressive, hierarchy. This hierarchy ensures that the TOs (as well as EOs and transformation
objectives) can be converted into coherent, timely, relevant, useful and appropriate exercise
material. This hierarchy allows logical development of a script from initial exercise planning to
final delivery during exercise execution. The following terminology is used to describe the key
stages of content development:

a. Strategic/Operational/Tactical Challenges. A situation where a commander has

to make a choice between equally undesirable alternatives in what action is taken against
the enemy based on the challenges the enemy sets into the situation; i.e. difficult or
perplexing situations or problems that will require the TA to demonstrate all the skills
outlined in their exercise and training objectives.

b. Event. A collection of the storylines that shares a broad operational level theme.
This could be a major occurrence or a sequence of related stories. Events are primarily
tools to assist in the management of content development and delivery by breaking down
elements of the script into manageable and relevant broad themes.

c. Sub-Event. A collection of storylines sharing a narrow theme.

d. Incident. A context/situation in which exercise activity will take place; a group of

injects sharing the same context.

e. Inject. A relevant, appropriate, piece of information sent from EXCON (normally

via RCs) to the TA to elicit activity that will assist them in achieving the required training or
to meet exercise objectives. Thus injects are the way that an incident is introduced to the
TA. Injects will be in the form and method most consistent with doctrine and standard
operating procedure with real world entities so as to simulate the source of information to
the maximum extent possible. Injects are scripted to support a storyline and must be
coordinated with all stakeholders.

f. Action. Activities in AIR/LAND/SEA/CYBER/SPACE-domain (e.g. Movements,

Troops in Contact (TIC), environmental influences) that need to be transferred through the
JTLS to create the corresponding operational picture in the C2-systems of the TA.

Y-2-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

3. Content Development. The script is developed through a series of three workshops as

described below.

a. Strategy Workshop. Chief Content will lead and manage the workshop as follows:

(1) Aim. The aim of this workshop is to achieve an alignment between all
stakeholders about the general framework of an initial exercise design and the
content work plan, to support exercise and training objectives. This workshop
provides the venue to go-over and continue on the strategic/operational challenges,
which have been agreed on Commanders’ level during Stage 0. Whereas,
generally speaking, a CPX aims at providing training value to the staffs, there is also
room for providing a training opportunity to the commanders of the training
audiences. This is where the aforementioned challenges come into the exercise
design. Trusted agents will ensure that relevant challenges are built into the script
for the commanders to have to decide upon, lest they remain bystanders in the
exercise.

(2) Timing. To be held after the MPC. May be held either before or/and after
training block C (CRP).

(3) Attendance. The following represents core attendance required and may
be adjusted depending on exercise scope.

(a) Internal. Chief representatives from OPR, Content, Scenario,

OPFOR, GYC and Analyst teams. Senior ODE representation (COS/CG).
Support from content event managers as required.

(b) External. Exercise OPRs, TA Trusted Agents (J2/5/35/7 reps as a

minimum plus Component Command representatives as appropriate), TA
Lead Senior Mentor, EXCON Senior Advisor, Experimentation and Doctrine
and SMEs representatives (as required).

(4) Key Inputs.

(a) Approved EXSPEC, TOs and draft EXPLAN.

(b) Scenario Modules 1-2 and draft Modules 3-4.

(c) Experimental objectives/goals.

(d) TA COM Direction and Guidance. Conduct an exercise design

discussion (ideally as early as the ESC) with TA commanders early in the
process to guide all content development activities and ensure TA
expectations are incorporated into the exercise design. This discussion is to
be appreciated as a follow-on discussion from Stage-0 CG level
considerations and agreement on the strategic/operational challenges.

(e) OPFOR strategy and intent (OPFOR CONOPS) as developed by

Chief OPFOR.

Y-2-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(5) Key Outputs. The following are to be promulgated after the workshop 141:

(a) A common understanding of the latest status of OCE intent, TOs and
scenario development.

(b) Progress of given Commanders’ challenges, based on OCE intent,

scenario setting, EOs and TOs142 to be used as a basis for content
development.

(c) Based on the Commanders challenges, identify decision points,

proposed period of exercise play and key phase changes.

(d) Incorporate any required changes into Scenario Modules, OPFOR

CONOPS and Strategic Documentation.

(e) Identify need for SME's, functional area expertise and any additional
external personnel support required of the Incident Development and
Scripting Workshops.

(f) Identify, agree and emphasize the roles and responsibilities between
ODE, OCE and further stakeholders for the content development process.

b. Incident Development Workshop. Chief Content will lead and manage the
workshop as follows:

(1) Aim. The aim of the IDWS is to enable scripting by agreeing and drafting
the key storylines that will be used during exercise execution.

(2) Timing. The workshop should take place after the TA have conducted crisis
response planning, including release of initial OPLANs.

(3) Attendance. In addition to those for the Strategy Workshop: SMEs, further
Exercise Analysts (one per event), and selected trainer who have observed CRP
and analysed the TA OPLANs.

(4) Key Inputs.

(a) Training Audience OPLANs/orders and initial force lay-down

information.

(b) Starting conditions from the ENDEX situation from corresponding

exercises (if linked).

(c) Operational level OPFOR plans for training block E execution from
Chief OPFOR.

(5) Key Outputs.

141 For internal use only, an event structure will be prepared to identify and manage events and sub-events.
142 A concrete narrative of the ODs is essential for the same common understanding.
Y-2-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(a) Main Incidents List consisting of:

1/ Confirmed event structure (usually thematic).

2/ Framework of co-ordinated incidents that will ensure all training

objectives can be met within a steady and appropriate flow of TA
activity during the exercise.

3/ Draft events for each incident describing the material to be

presented to the TA during training block E activities.

4/ Representation of all EOs and TOs as appropriate.

(b) Synchronisation between CAX databases and MEL/MIL.

(c) Detailed OPFOR plan including all lines of operation.

(d) Direction and guidance for Scripting Workshop.

c. Scripting Workshop.

(1) Aim. Production (scripting) of all exercise material to be presented to the

training audience during exercise execution, as well as the ratification of STARTEX
conditions.

(2) Timing. At least four weeks prior to training block E activities to allow time
to review and refinement, update STARTEX documentation and
validation/synchronisation of any CAX database.

(3) Attendance. As for Incident Development Workshop plus:

(a) Subject matter experts from the TA and external sources.

(b) Representatives from the response cells that will deliver exercise
material during execution.

(c) Supplementary CAX personnel.

(4) Key Inputs.

(a) Validated framework from Incident Development Workshop.

(b) Friendly and opposing force dispositions at STARTEX.

(5) Key Outputs.

(a) Script database (JEMM) with fully populated storylines and complete
injections and associated materials.

(b) Key OPFOR actions synchronised with the simulation system.

(c) Draft Collection Management Plan.

Y-2-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(d) Final refinements to STARTEX documentation as necessary.

(e) Final out brief to OCE/TA COM to ensure original exercise

expectations are met.

Y-2-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

Y-2-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 3 TO
ANNEXY TO
Bi-SCD 075-003
DATED 01 SEP 23

SETTING AND SCENARIO RELEASE PROCESS

1. Settings and Scenarios. Settings and scenarios are generally not released prior to their
first use in an exercise to any unit other than the PTA. In the event that a setting or scenario is
authorised for release to other entities while scenario production is ongoing, the following
conditions apply:

a. There will be no modification of content other than what is negotiated between

JWC/JFTC and the PTA.

b. There will be no acceleration in the publication other than what is negotiated

between JWC/JFTC and the PTA.

c. Entities requiring early access to new setting and scenario materials should attempt
to link the exercises in the EXSPEC.

2. Procedure for development and release. Scenario development follows the following
procedure:

a. List of Products. Identify what products and formats are required for release e.g.
scenario documents 143, content products144, geospatial data 145, and C2 simulation
databases.

b. List of Units. Understand all units participating in the event who may require
access to data, with an indication if they will receive the information or just view it. The
difference is as follows:

(1) Received. A unit physically receives all/some data. Compressed data sets
are up to 1TB in size.

(2) Viewed. A unit does not physically receive any data; they just use it during
the exercise at the exercise area and cannot take it back to their home unit.

c. Review. The releasing authority must review all requested information and apply
the appropriate classification and release criteria to each.

d. Conditions of Release. The following criteria apply to the release of all scenario
data and must be understood by all receiving units:

143 Some Scenario Documents are classified NATO RESTRICTED.

144 Content products may include storyline storyboards/storybooks or JEMM data.
145 Geospatial data is classified NATO UNCLASSIFED with release/view permission according to relevant ‘Scenario

Material Release Conditions’ which will be provided once approval is given. JWC Scenario Geospatial data is
classified as Controlled Unclassified Information (CUI) and requires approval by SHAPE on a case by case basis for
all non-NATO Command Structure (NCS) organizations attending an exercise (See “Rules and Restrictions
(Geospatial)” Document for more details). This approval process is completed by JWC.
Y-3-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(1) The geospatial data can only be used on secure networks.

(2) The geospatial data must be used in accordance with extant NATO
geospatial policy.

(3) The data cannot be passed on to others for other purposes/events without
JWC/JFTC permission.

(4) Geospatial data should be deleted after use (not applicable to NCS).

(5) It is prohibited for maps generated from exercise geospatial data to appear
in media items viewable by the general public.

(6) If products are modified then references to JWC/JFTC and Exercise

Name/exercise series must be removed.

e. Format for Requests for Data. Any request must clearly state:

(1) Exercise/Activity name, type and dates.

(2) Implications statement if your request is not approved.

(3) Permission for setting, scenario and geospatial data release is required from
JWC/JFTC.

(4) For geospatial data, a download service is the preferred means for
dissemination due to the size of these data sets. Alternatively, the requesting unit
will be tasked to send a NATO UNCLASSIFIED external hard drive of the
appropriate size to JWC/JFTC (following approval of data release). Copying takes
48-120hrs and return timelines will be at the behest of the courier company used
and are outside the control of JWC/JFTC.

Y-3-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ANNEX Z TO
Bi-SCD 075-003
DATED 01 SEP 23

ROLES AND RESPONSIBILITIES OF THE EXERCISE CONTROL STAFF

1. Purpose. The purpose of this annex is to identify the roles and responsibilities of key
functions in the EXCON organisation as employed for NATO collective training and military
exercise mainly by JWC and JFTC. ACO HQs conducting their own exercises are encouraged
to use the terms, roles and responsibilities in this annex in so far as practicable for purposes of
standardisation within NATO. This annex is less descriptive on training block C (CRP) activities
and does not cover training block D (DEPLOYEX) activities, therefore the planner must do a
thorough analysis to prepare the EXCON requirements. The ODE, EXDIR and DIREVAL are
described in respective annexes or other chapters of Bi-SCD 075-003 main body, and are not
included in this annex.

2. Overview. EXCON staff members are drawn from a number of backgrounds and units
including: JWC and JFTC staff; NATO Component Commands; TA Headquarters; Centres of
Excellence; National Structures and agencies; Partner Nations; Contractors and other
“reinforcement providing” positions/entities. This pertains particularly to training block E. As for
training block C activities, a scaled-down EXCON is required. As exercises are unique, the
EXCON organisation will be adjusted in order to facilitate the differences between exercises or
following D&G by the EXDIR. While other agencies could provide SMEs, the ODE staff,
supported by OCE/TA staff, needs to provide key personnel who can lead the EXCON
processes. The anticipated requirements and scale for EXCON resources pertaining to different
training blocks should be laid down already in the EXSPEC. The generic EXCON C2 structures,
as described in the following paragraphs and in Annex F to Bi-SCD 075-003, do not diminish
other options to design EXCON/scaled-down EXCON requirements146 and models tailored to the
specific exercise. Bi-SCD 075-003 provides examples and a handrail for exercise planners.
Finally, it is the obligation of the EG to define the requirements tailored to each exercise alongside
with available resources.

3. General Principles. EXCON is a cross-divisional, task organised structure supporting

training blocks C, D. and E. Depending on the scale and scope of the exercise, an EXCON
structure may be required for a strategic level focussed training block C. The core source of
EXCON members are from the ODE/OCE internal staff, but external support is required for
functional reasons. Generic EXCON C2 structures for type C training blocks and training blocks
D and E are depicted at Appendix 1, in figures Z-1-1 and Z-1-2 and used to describe the various
functions within this annex (other generic EXCON C2 models are depicted at figure Z-1-3. The
EXCON has both direction and control functions which allow it to establish the conditions needed
by the TA to achieve the EAs and TOs. As the head of EXCON, the EXDIR may steer the
exercise play both in direction and tempo – as deemed necessary to enhance learning
opportunities, reinforce key lessons and achieve training/evaluation objectives. In the event that
the TA is established in dispersed locations, it may also be necessary for EXCON to disperse
personnel to provide the most suitable coverage, assistance and control. These elements
normally consist of, at minimum, a Liaison Officer (LO) but may also include training teams,
senior mentors, role players, administrative support and umpires. Reliable communication
means between EXCON elements is critical for their effectiveness and these may include

146 This requirements may include to uplift only dedicated RCs for dedicated subjects already for training block C

activities, even if the entire C block will be supported with a “scaled-down EXCON” only.
Z-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

telephones, radios, email and video-teleconferences. EXCON synchronisation is key to

achieving the objective and the main elements of the structure therefore should be co-located.
EXCON structure is designed to function utilising the EXCON BR. The aim of the EXCON BR is
to set the conditions for exercise delivery and provide the EXDIR with situational awareness on
the progress of the TA performance against the EAs and TOs. Should the EXDIR need to adjust
the exercise design in order to achieve the EAs this can be achieved through the exercise BR
meeting schedule. The generic EXCON BR is described in more detail in JWC SOP 800 and
associated SOIs.

4. EXCON Preparation. Before activation, the ODE team should conduct a work-up phase
to synchronise their efforts. While a lot of the practical work-up is done internal to each section
(typically training team or grey-cell), the OPR should synchronise a joint work-up on common
themes to maximise the effect of briefings, as well as to ensure the various sections are briefed
as a common entity. This can include a “wargame” session, where all sections brief their part of
the exercise for the benefit of cross-divisional understanding of the exercise. The purpose of
EXCON is to set conditions for achieving EAs and EOs. This applies to both CRP and training
blocks D and E. Other than for D and E block activities, one of the EXCON roles during C block
(CRP) activities is to synchronise the ODE activity spread at several locations: such as at SHAPE
(playing HICON); support to operational planning at the TA location and conduct of OLRT,
normally at a training facility such as JWC or JFTC. There might be more requirements to
coordinate additional (tailored to the exercise training block specifics) RCs in order to replicate
the exercises’ operational environment for the TA by dedicated RCs, such as LOCON,
SIDECON, Grey Cell functionalities, wherever those cells are located during the training block
activities. Pending the availability/utility of pre scripted political/military or strategic level
documents 147 it could be necessary to coordinate and prepare for the imitation of a NATO HQ
construct/RC and not only to replicate a strategic level HQ (such as SHAPE). The EXCON BR
for CRP is not as rigid as for training blocks D or E. However, a simple BR allows for regular
updates to the ODE command group when they are less engaged in in this block. The rest of
this annex will now focus on EXCON for training block E.

5. EXCON during Training Block E. Although exercises are different, the generic training
block E EXCON structure provided at Appendix 1, will generally cover the requirements. Its main
task is to ensure that the TA is given a realistic, coherent, seamless and transparent presentation
of the exercise play. This requires full familiarisation with the exercise scenario, the MEL/MIL
and any simulation utilised for execution. Furthermore, EXCON must establish clear lines of
communication with deployed EXCON entities in order to adapt the exercise play.

a. EXDIR. The EXDIR for the execution is located with the PTA COM.

b. Dep EXDIR. The Dep EXDIR oversees EXCON when the EXDIR is deployed.

c. Chief EXCON. Chief EXCON (Ch EXCON) is responsible for EXCON during
EXCON training as well as training block E. Prior to execution Ch EXCON approves
structure, BR, work-up programs, staffing, as well as any other structural or functional
outline required for the execution. During execution, Ch EXCON manages the central
control facility within EXCON, which may include an Operations Centre (OPSCEN), RCs,
functional area cells, CAX technical team and LO. The main purpose is to review, approve

147 Higher political/military level documents such as from North Atlantic Council or Military Committee (such as NAC
Initiation Directive (NID), or NAC approved target sets) that would be required for a strategic level CRP.
Z-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

and control scripted or impromptu (i.e. ‘dynamic’) play, input information and activity (i.e.
‘injects’) to the TA with a view to provoking a desired reaction or ‘play’, maintaining
situational awareness about exercise activity and coordination of the simulation systems.

d. SENIOR MENTOR. Through the NATO SM program, Exercise OPRs may access
designated retired Flag Officers/General Officers (FOGO) with extensive combined and/or
joint operational command experience to act as a SM. These SMs are employed in a dual
role to provide support to both the EXDIR and the Comprehensive Crisis and Operations
management Centre (CCOMC) or TA Commander(s). Working in close cooperation with
the Training Team, the SM advises EXDIR on key major issues pertaining to exercise play
and the performance of the TA. The SM provides personal support advising on best
operational practices, presenting a strategic perspective and facilitating dialogue among
the Command Group and between Commanders across the TAs. The SM programme is
managed by SHAPE J7 who also acts as Contracting Authority.

e. EXCON Advisor. The EXDIR may appoint an EXCON Advisor (EA) to assist Ch
EXCON in delivering the EAs and EOs. The EXCON Advisor is usually a retired Flag
Officer with recent NATO operational experience from the strategic to the tactical level.
The EXCON Advisor works in close cooperation with the SM and the Trusted Agents and
has direct access to the EXDIR.

f. Operations Centre. The OPSCEN is essentially the Joint Operations Centre for
the EXCON. Chief OPSCEN (Ch OPSCEN) coordinates OPSCEN activities on behalf of
Ch EXCON. As previously stated the MEL/MIL structure is normally located in OPSCEN
as well as one analyst, providing analysis and feedback from the Advisory Teams (AT) and
deployed analysts as applicable. Regular EXCON updates and many of the EXCON
coordination meetings in the BR take place in or around the OPSCEN. Ch OPSCEN
facilitates the controls and management of the exercise play by dynamically adjusting the
BR when required, to ensure maximum EXCON coordination can occur to maximise the
training opportunity for the TA.

(1) Information Management Team. IM is a key facilitator for all the work done
not only within the OPSCEN, but throughout EXCON. The IM team is responsible
for implementing effective IM architectures and processes, including tailored
exercise pages, to ensure clear, efficient and targeted access to the large amount
of exercise information. The IM team members work mainly with CIS personnel to
ensure the set-up, verification, and day-to-day functionality of EXCON IM facilities,
workstations, accounts, equipment and supplies. The IM team must also interact
closely with RLS.

(2) Lessons Learned Team. The responsibility of this team is to conduct the
first order analysis of observations collected during the exercise for EXCON
improvement. This consists of encouraging all individuals to submit observations,
conducting initial analysis and developing LI. These are then added in the NLLP as
well as inclusion in the external LIL and internal Lessons Reports.

(3) Capability Integration Coordination Cell. The CICC coordinates all

Capability Integration activities during the conduct of an exercise under the
guidance and direction of the CICC Chief and as specified in the EXSPEC and
EXPLAN.
Z-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(4) Response Cell Facilitators. RC facilitators are provided by the EXCON

organisation to the different external response cells. RC facilitators help RCs to
quickly adapt to the EXCON and exercise environment, support and guides them in
RLS issues, familiarizations and organises RCs in systems training as JEMM,
simulation systems, JWC Geo-Portal, etc. Additionally the RC facilitators assist the
RC Chiefs in their duties, liaise with OPSCEN and other RCs to ensure that all of
the RC exercise play is timely, accurate, realistic consistent and synchronised within
EXCON.

(5) Visitor Office and Protocol. This section is responsible to the

OPSCEN/EXDIR for scheduling, coordinating and conducting all visits to the
exercise. This may include the conduct of a DV Day which will likely require close
coordination with the OSE and the HN.

(6) External Liaison Officers. Normally the TA senior trusted representative,

the OCE and OSE OPRs will be located in OPSCEN during the duration of the
training block E providing situational awareness or a conduit for the TA to raise
enquiries or correspond to the EXDIR.

(7) ADMIN. The shared admin team provides necessary support to EXCON and
coordinates inter alia VTCs to ensure smooth functioning.

g. Content. Chief MEL/MIL (Ch MEL/MIL) coordinates and manages exercise play
during the execution. The focus is on presenting the TAs with realistic and challenging
situations which enable them to achieve the agreed EOs and TOs. During training block
E, Ch MEL/MIL is the lead functional actor in EXCON. Ch MEL/MIL synchronises all
EXCON entities providing input to content, like LOCON RCs, HICON, scenario, CAX
Support, training teams, media etc. Ch MEL/MIL will through Ch EXCON instigate dynamic
scripting if required to adjust the exercise. The main tasks are to review, approve and
control scripted or impromptu (i.e., ‘dynamic’) play, input information and activity (i.e.,
‘injects’) to the TAs with a view to provoking a desired reaction or ‘play’, maintaining
situational awareness about exercise activity and coordination of the M&S simulation
systems. The content team is crucial to the daily update of EXDIR about the status of the
achievement of the TO in coordination with analysts and may suggest adjustments in the
exercise play to EXDIR. The following sections (with the exception of the training teams
and analysts 148) are subordinate to Ch MELMIL during training block E:

(1) Scenario. The scenario team ensures that exercise play is consistent with
scenario information and documentation provided throughout the exercise
development phases. During training block E this section supports Ch MEL/MIL by
ensuring the TAs and EXCON have access to all relevant, updated exercise
documentation, including country books, geospatial (GEO) information, METOC
information, STARTEX situation, ORBAT, histological and other data relevant to the
exercise. RFI management is conducted in close coordination with the MEL/MIL
event managers. Additionally, the scenario team provides quality control for
MEL/MIL injects (pre-scripted and dynamic) and simulation actions to ensure

While Training Teams and Analysts are not subordinate to Chief MEL/MIL, they are in direct support in delivering
148

content to the Training Audience and witnessing and reporting on their status.
Z-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

consistency and relevancy with the scenario.

(2) Intel. This team ensures that response cell intelligence reporting is
consistent across the exercise and provides a coherent portrayal of TA collection.
Chief Intel (Ch Intel) should participate in MEL/MIL incident development and
scripting workshops to be familiar with the EXCON intelligence architecture and the
exercise play.

(3) Targeting. This team ensures that response cell targeting is consistent
across the exercise and provides a coherent portrayal of TA capabilities. Chief
Targeting (Ch Targeting) should participate in MEL/MIL incident development and
scripting workshops to be familiar with the EXCON intelligence architecture and the
exercise play.

(4) Grey Cell. Chief Grey Cell (Ch Grey Cell) and his team of role-players act
as RC representing agencies, organisations, institutions and individuals outside of
the NATO military structure and outside of the Opposing Forces/Situation Forces
structure. The Grey Cell design depends on the scenario; therefore, the
composition of this cell must be tailored for each exercise, but typically may include
local governments (HNs) at national, provincial and municipal levels, local police
force, IOs, INGOs/NGOs and local civilians. Local, regional and international media
are also portrayed within the Grey Cell.

(5) Higher Control. This is a RC representing higher units, formations and

headquarters. For exercises with TAs at the operational level (such as a JFC HQ),
HICON will have to portray organisations such as SHAPE, NAC, MC, and so forth.
HICON may have to provide role players for key individuals such as SACEUR,
SHAPE COS, NMRs, etc.

(6) Lower Control. This is a RC representing the highest subordinate HQ that

receives guidance from and reports back to the TAs. The term also encompass
flanking units. LOCON RCs generally monitor the same C2 systems as the TAs to
whom they report and control the synthetic forces they represent within the
simulation. LOCON members interact with the TAs by providing reports of various
means and types that are representative of those the TAs would receive in a real
operation as well as answers to RFIs from the TA. LOCON RCs receive orders,
instructions, D&G from the TAs. Much of these can be translated and directed into
actions to take place within the simulation. LOCON RCs must be familiar with their
higher HQ C2 systems prior to arriving at training block C (as required) and training
block E venues. Because LOCON RCs are normally external teams provided by
the TAs, Appendix 2 provides examples of further considerations and expectations.
Note that if the TA wishes to play a subject area such as CYBER or J8, which is not
covered, then it must be added to the respective RC(s).

(7) CAX. CAX operators support all LOCON RCs and OPFOR/SITFOR teams
who have computer generated forces in the simulation systems. Specific M&S
functions, planning, and products are addressed in Annex X.

(8) Media. The media team supports/simulates the open- source environment
portrayed to the TAs. The team produces all media content foreseen in the
Z-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

MEL/MIL, whether for OPFOR/SITFOR or any other RC.

(9) Opposing Forces/Situation Forces. The OPFOR/SITFOR team work is in

parallel with the MEL/MIL team to prepare the exercise. OPFOR/SITFOR
represents all instruments of power of opposing/situation forces, whether military,
para-military, rebel factions media, diplomacy, economical actions or otherwise.
The OPFOR/SITFOR design depends on the scenario as well as the exercise
design, as developed to achieve the desired effects. Such forces are portrayed
within the simulation, thus interacting with and impacting upon friendly forces. The
OPFOR/SITFOR RC team monitors, directs and controls these forces. While a
certain amount of “free play” may be allowed within the simulation, OPFOR/SITFOR
personnel must be careful to ensure the actions of their synthetic entities are
synchronised with the MEL/MIL, targeted at setting the conditions for the TAs to
achieve their training objectives, and are within the guidelines, limitations, mind-sets
and intentions of the various OPFOR/SITFOR factions, as developed during the
scenario and MEL/MIL development.

(10) Advisory Teams. The AT is an important element of EXCON acting as both

trainer and/or as SMEs. The team(s) deploy to the TAs location. The trainer or
SME reports findings and status to the deployed analyst, who in turn report status
on TO achievement.

(11) Analysts. Analysts deploy as part of the TT to execute the analysis plan.
They provide observation tasks and guidance, collect and analyse observations,
develop reports on TA progress and report to the EXDIR on TO achievement. One
analyst typically serves as the OPSCEN analyst and TT LO. The OPSCEN
analyst/TT LO represents the TT in content-related meetings and collects
observations from RCs and other OPSCEN and content elements.

(12) Support. Support team consists of RLS, CIS, Security and Protocol
providing no-play support to the exercise. CIS provides connectivity within EXCON
through a wide cooperation with all other CIS entities to include NCIA. Specifics on
CIS planning, responsibilities and products are addressed in Annex O.

(13) Adjudication. Adjudication during CPXs, is an essential factor in providing

a feedback loop to the TAs. Correctly adjudicated outcomes are critical to providing
the TA with the situational awareness to continue with their ongoing warfighting
processes, but must also protect the credibility of the exercise environment.
Guidelines to the conduct of both routine and escalated adjudication should be
provided before the execution starts.

APPENDICES

1. Generic Exercise Control and Response Cell Structures

2. Personnel requirements for Response Cells

Z-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 1 TO
ANNEX Z TO
Bi-SCD 075-003
DATED 01 SEP 23

GENERIC EXERCISE CONTROL AND RESPONSE CELL STRUCTURES

The purpose of this appendix is to provide examples of EXCON structures as well as considerations for RC structures and workforce requirements.
The following diagrams are provided:

• Figure Z-1-1: Generic EXCON organisation for CRP.

• Figure Z-1-2: Generic EXCON organisation for training block E (Example 1).

• Figure Z-1-3: Generic EXCON organisation for training block E (Example 2).

Z-1-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Remark: Final EXCON requirements and design for C block activities may deviate from this generic example as necessary. There may be
additional needs to provide specific RCs, such as a Grey Cell or LOCON or SIDECON functionalities or cells or no need for an OPFOR cell.
Refer also to Annex F to Bi-SCD 075-003 pertaining description of Stage 3 roles and responsibilities.

Figure Z-1-1 - Generic EXCON organisation for CRP

Z-1-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure Z-1-2 - Generic EXCON organisation for training block E (Example 1)

Z-1-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure Z-1-3 - Generic EXCON organisation for training block E (Example 2)

Z-1-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

APPENDIX 2 TO
ANNEX Z TO
Bi-SCD 075-003
DATED 01 SEP 23

PERSONNEL REQUIREMENTS FOR RESPONSE CELLS

1. Response Cells

a. A RC represents all subordinated HQ receiving guidance from, and interacts with

the TA. A RC is subordinate to the ODE who organises and operates EXCON. A RC may
represent all subordinate units that are actively conducting operations during the exercise.
The RC personnel actively take part in and support EXCON & TA BR events. Its efficiency
and effectiveness are dependent on close interaction and synchronization with all other
parts of EXCON. A robust, prioritized CoI Service integration containing redundancy and
reliability is required, based on TAs communication exchange and training requirements.
The specific RC personnel requirement is determined by SME availability, infrastructure
capacity, TOs, and the TA requirements. RCs are typically centrally located with the ODE.
A RC can consist of HICON, LOCON, OPFOR, SIDECON, Nations, NNEs
(IOs/GOs/NGOs/ICRC) and Partners. RCs remain under ODE OPCOM.

b. The RCs assist in simulating the battlefield environment through the movement of
military equipment such as: vessels, aircrafts, ground equipment and troops, and
stimulating the TA through the submission of reports and returns. The quality of the
exercise is dependent on the RC’s comprehensive knowledge of the exercise situation and
TA’s TOs. This knowledge is gained through their attendance and contribution at the
MEL/MIL workshops. To ensure delivery of maximum training value, it is highly desirable
that there is continuity of personnel from the MEL/MIL workshop to exercise execution in
training blocks D/E, particularly in key positions, such as RC Chief, RC Battle Captain or
RC MEL/MIL Coordinator.

c. To ensure the various RCs replicate the functions of the subordinate forces of the
Component Commands and/or the represented nations/organisations/entities, the
configuration of the workforce structure must be carefully considered. The following tables
provide a general outline of the personnel/staffing requirement for and RC in a MDX.
However, the final requirement may vary greatly depending on exercise scope, EOs, TOs,
as well as the number and composition of the TAs. Final RC composition will be
determined as a result of the exercise workforce process, starting at the IPC, in
coordination with the ODE staffing/workforce officer.

d. Leadership of the RC is provided by the RC Chief, assisted by the Battle Captain

acting as the Deputy. The RC Chief must ensure that the core functions highlighted in the
tables in BOLD, identifying the minimum personnel requirements, are filled with suitably
qualified personnel. TOs and TA expectations will also identify possible additional
positions; some are identified in the tables in italics. There is flexibility to reduce personnel
with staff having dual expertise and thus able to cover two functions simultaneously, but
analysis of the MEL/MIL script will identify the relative work load expected for each function
to see if this approach is feasible and sustainable over the full duration of the exercise.

Z-2-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

2. Side Control Response Cells

a. SIDECON represents those organisations and agencies that are not in the NATO
chain of command, but contribute to the operating environment. SIDECON will form part
of EXCON, and will be led by permanent GYC staff. The exact size and structure of
SIDECON will be tailored to reflect the exercise aims and objectives.

b. SIDECON will comprise of RCs of the participating NATO Nations, Host Nation
(both military and civilian/governmental entities), GYC civilian SMEs who form the
POL/GOV/MIL representation of the fictitious country/countries (if required and agreed),
and representatives of real-world non-military actors/NNEs as invited by HQ SHAPE
through MC and subject to be endorsed by NAC.

c. SIDECON may include representation of non-NATO nations and NNEs participating

in the exercise. The representation of NNEs/Partner Nations will be incorporated by the
ODE into SIDECON if instructed by SHAPE to do so.

d. The different SIDECON RCs will assist in creating the comprehensiveness in

NATO’s comprehensive approach by simulating the non-NATO and non-OPFOR part of
the battle space or Joint Operations Areas (JOAs); i.e. by simulating/depicting the political,
governmental and military area of the NATO Nations and in the GYC of the fictitious
nations.

e. To ensure the various RCs replicate the functions of the NATO and affected fictitious
Nations and/or the represented organisations, the workforce of each SIDECON RC must
be carefully considered. While the following tables provide a general outline of RC
composition, the final requirement may vary, depending on Nations’ willingness to assign
personnel to EXCON and on JWC’s exercise budget to fill the positions in SIDECON. Final
RC composition will be determined as a result of the exercise workforce process, starting
at the IPC, in coordination with the ODE staffing/workforce officer.

f. Leadership of each Nation’s RC should consist of a Nation’s lead, assisted by the

Battle Captain/Deputy RC Lead. The RC Chief will need to ensure that the core functions
highlighted in the tables in BOLD, identifying the minimum requirements for the RC. TOs
and TA expectations will also identify possible additional positions. There is flexibility to
reduce personnel with staff having dual expertise and thus able to cover two functions
simultaneously, but analysis of the MEL/MIL script will identify the relative work load
expected for each function to see if this approach is feasible and sustainable over the full
duration of the exercise.

Z-2-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

3. NATO Nation (Level 1 of participation*) - RC “Nation’s name” (RC size: 20-25 PAX)

Core Political
Leadership Government Military Other
functions level

Minimum of 1
# PAX 2 3 Minimum of 2 Minimum of 5
(TBD at IPC)

ROLE RC Lead POLAD Rep Ministry J2 CYBER

of Interior Expert*
RANK (OF-5 or LEGAD J5 (OF-4)
equivalent National
CAPABILITIES STRATCOM J3/5 (OF-4)
CIV) Crisis
EXPERIENCE National J3 Land CAX
Experienced Response
STRATCOM Operator(s)
planner background J3 Maritime*
background
COPD Rep of Min of J3 Air*
SME in Defence* IM/JEMM-
RC Deputy J3 SOF*
National manager*
(OF-4) Resilience Territorial
J4, JMED*
Plans Defence
Acting as XO specialist JENG
of RC and
J9 CIMIC*
MEL/MIL
Coordinator NFIU Rep**
Experienced Experts at
planner Joint
Operational
Level

This structure replicates the basic functionalities of a Nation’s representation

when cooperating and engaging with NATO Military Commands. Other
functionalities could be considered essential for EOs and TOs (Art V conflict,
Assumptions MDO in multi-JOAs).
* in reference to Scenario and TOs
** pending an agreed decision at IPC, NFIU Rep subject to LOG RC (see
LOG RC Model)

Workforce Requirement

MEL/MIL
Inc Dev WS 1 TBD TBD TBD TBD
(IDWS)

Z-2-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Core Political
Leadership Government Military Other
functions level

MEL/MIL POLAD Minimum Rep J5 Lead (others

1 CYBER (TBD)
Scripting WS LEGAD Min of Interior as reach back)

Training Block
D/E(including
ALL
EXCON
TRNG)

*”Participating L1” (Nation with HNDF not TOA to NATO in the exercise)

Z-2-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

4. NATO Nation (Level 2 of participation*) - RC “Nation’s name” (RC size: 10-15 PAX)

Core Political
Leadership Government Military Other
functions level

Minimum of 1
# PAX 2 1 1 Minimum of 4
(TBD at IPC)

ROLE RC Lead SME in Rep Ministry Experts at CAX

National of Interior Joint Operator(s)
RANK (OF-4 or
Resilience Operational
equivalent
CAPABILITIES Plans Level
CIV)
EXPERIENCE IM/JEMM-
Experienced NFIU Rep** manager*
planner
COPD
RC Deputy
(OF-4/3)
Acting as XO
of RC and
MEL/MIL
Coordinator
Experienced
planner

This structure replicates the basic functionalities of a Nation’s representation

when cooperating and engaging with NATO Military Commands. Other
functionalities could be considered essential for EOs and TOs (Art V conflict,
Assumptions MDO in multi-JOAs).
* in reference to Scenario and TOs
** pending an agreed decision at IPC, NFIU Rep subject to LOG RC (see
LOG RC Model)

Workforce Requirement

MEL/MIL
Inc Dev WS 1 TBD TBD TBD TBD
(IDWS)

MEL/MIL Plans (others

1 TBD TBD CYBER (TBD)
Scripting WS as reach back)

Z-2-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Core Political
Leadership Government Military Other
functions level

Training Block
D/E(including
ALL
EXCON
TRNG)

*“Participating L2” (Host Nation/Affected Nation, Troop contributing nation)

Z-2-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

5. NATO Nation (Level 3 of participation*) - RC “Nation’s name” (RC size: 2-5 PAX)

Core
Leadership Political level Government Military Other
functions

# PAX 1 0 1 1

ROLE Lead can be Rep Ministry Experts at

doubled of Interior Joint
RANK
with 1 of the Operational
CAPABILITIES other Level
EXPERIENCE functions

This structure replicates the basic functionalities of a NATO NATION, mainly

Assumptions regarding acting as a transit nation for NATO forces.

Workforce Requirement

MEL/MIL
Inc Dev WS 1 TBD TBD TBD TBD
(IDWS)

MEL/MIL
1 TBD TBD TBD TBD
Scripting WS

Training Block
D/E (including
ALL
EXCON
TRNG)

*“Participating L3” (Troop contributing nation, Transit nation)

Z-2-7
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

6. GREY CELL (GYC) - Representation of NNEs (RC size: 2-3 PAX)

Fictitious
Core functions Coordinators IO/NGO
Organisations (TBD)

# PAX 1 1 1+ Variable

ROLE IO/NGO Coordinator Representative of EU Special Rep*/▲

Gender promoting
All NNEs invited by
Organisation
SHAPE, through MC
after NAC
endorsement.

This structure provides the GYC within SIDECON with the Coordination
specialist (from JWC) and required Fictitious organisations (TBD) to
meet the defined EOs and TOs.
Assumptions
Involvement of real world non-military actors is heavily depending on
OCE’s proposals for desired NNE involvement, followed by SHAPE’s
proposal to MC and NAC’s approval.

Workforce Requirement

MEL/MIL
TBD
Inc Dev WS

MEL/MIL
Scripting WS 1
(2-3 days)

Training Block
D/E (including ALL
EXCON TRNG)

* Contracted SME; therefore heavily depending on prioritising of SME expenditures within

Exercise budget.

/ Replacing a real IO that strives for regional stability (e.g. OSCE) if such an IO is not
endorsed by NAC or not attending.
▲ Due to personnel shortages within EU’s EEAS, representation of EU is often drafted from
JWC’s STOC Contract.

Z-2-8
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

7. JTF HQ Model* RC - (RC size: 50+ PAX) – SJO+

Core SAG Operations Specialized

Leadership Intel Logistics LIAISON
functions Plans Functions

# PAX 2-3 2-4 6-8 12-15 8-10 8-10 TBD

ROLE RC Chief LEGAD J2 LEAD JOC LOG PSYOPS CCs LNOs

(OF6) GENAD RFI Mngr J3/3 JENG MPA
CAPABILITIES Role-player STRATCOM J2 TGT J3/5 JMED ME
EXPERIENCE as JTF COM SOFAD TGT SPT (JTS DB J5 Plans J4 CYBER
Experienced POLAD Mngr) Air Missile Ops&Plans PAO
RANK planner IS (HUMINT, CI, DEF J4 M&T J6 CIS
COPD INFORSEC) Joint Fires LOGFAS CIS SPT
RC Deputy Intel Plans AD – ASC Operating J9 CIMIC
acts as COS Current Intel INFOOPS experience Admin SPT
JTF JAS (Land/Mar/Air) required FP
(OF5)
acts as
EXCON REP
MEL/MIL
COORD
(OF4)
IM/JEMM-
manager

Z-2-9
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Core SAG Operations Specialized

Leadership Intel Logistics LIAISON
functions Plans Functions

*This structure replicates a JTF HQ acting as a RC. Requires an experienced leadership, OF6 level, for coordinating a JTF
BR Cycle. A strong reach back element is recommended for additional D&G in specific areas and domains.

This model should include enough SMEs for a JTF BR Cycle (boards, WG) in order to support a Commander’s Decision
Cycle (SA) and to provide D&G to subordinate CCs.
Assumptions
This model incorporate CCs, comprising of SOF and JLSG SMEs and is applicable for JOA SE (JFCNP).

JFCNF RC should be less staffed (10-15 PAX, TBD) due to reduced subordinate units under its command.

Specialized functions in italic are SCENARIO/TOs dependent.

Workforce Requirement

MEL/MIL
2 1-2 TBD -
Scripting WS

Training Block ALL

D/E (including
EXCON Trng)

Z-2-10
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

8. JTF HQ Model* RC - (RC size: 20-35 PAX) – SJO

Core SAG Operations Specialized

Leadership Intel Logistics LIAISON
functions Plans Functions

# PAX 2-3 2-4 4-6 5-10 4-6 2-5 TBD

ROLE RC Chief LEGAD J2 LEAD JOC J4 CYBER

(OF6) STRATCOM RFI Mngr J3/5 JENG J9 CIMIC
CAPABILITIES Role-player SOFAD J2 TGT J5 JMED
EXPERIENCE as JTF COM POLAD IS (HUMINT, CI, J4 M&T
RC Deputy INFORSEC) LOGFAS
RANK acts as COS Intel Plans Operating
JTF Current Intel experience
(OF5) required
acts as
EXCON REP
MEL/MIL
COORD
(OF4)
IM/JEMM-
manager
*This structure replicates a JTF HQ acting as a RC. Requires an experienced leadership, OF6 level, for coordinating a JTF
Assumptions BR Cycle.

Z-2-11
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Core SAG Operations Specialized

Leadership Intel Logistics LIAISON
functions Plans Functions

This model should include enough SMEs for a JTF BR Cycle (boards, WG) in order to support a Commander’s Decision
Cycle (SA) and to provide D&G to subordinate CCs.

Specialized functions in italic are SCENARIO/TOs dependent.

Workforce Requirement

MEL/MIL
2 1-2 TBD -
Scripting WS

Training Block ALL

D/E (including
EXCON Trng)

Z-2-12
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

9. Corps Model - LAND RC (RC size: 20+ PAX/Corps)

Core Operations Specialized

Leadership Intel Logistics LIAISON
functions Plans Functions

# PAX 2-3 4 6-7 3-4 TBC 1

ROLE RC Chief TGT (FSO) BWC LOG ARTY LNO to

(OF4/5) ISTAR LCC
CAPABILITIES IRM&CM G3 Ops GENG EW
Role-player as C-IED
EXPERIENCE Corp COM ISR G35 GMED
CIMIC
RANK Experienced HUMINT G5 Plans LOGFAS CBRN
Operating PSYOPS
planner COPD CI FIRES experience INFOOPS/KLE
RC Deputy (Counterintelligence) required
AAVN MP
acts as Analyst/INTSUM CSS
EXCON REP production AD – ASC FA
MPA
INFOOPS
CYBER

This structure replicates a Corp (including Divisions) as a subordinate unit to LCC.

Assumptions Specialized functions in italic are SCENARIO/TOs dependent or depict Corps Specific Capacities (Theatre
Troops).

Workforce Requirement

Z-2-13
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Core Operations Specialized

Leadership Intel Logistics LIAISON
functions Plans Functions

MEL/MIL

Scripting WS 2 TBD -

(TBD Days)

Training Block
D/E (including ALL 1
EXCON Trng)

Z-2-14
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

10. Division Model - LAND RC 1/3 (RC size: 12+4 PAX/BDEs)

Core functions Leadership Intel Operations Logistics Specialized LIAISON

Functions
Plans

# PAX 2 2-3 5 3 4/BDES TBD at IPC

ROLE RC Chief TGT (FSO) G3 Ops LOG BRIGADES LNO to

LCC
RANK OF4 IRM&CM G35 ENG 4 PAX per
BDEs: Chief/
CAPABILITIES Role-player as ISR G5 Plans MED OPS, INTEL,
EXPERIENCE Division COM HUMINT FIRES LOGFAS LOG
Operating C-IED
Experienced CI (Counterintelligence) AAVN experience
planner CIMIC
Analyst/INTSUM AD – ASC required
COPD
production CBRN
RC Deputy INFOOPS
PSYOPS
acts as
INFOOPS/KLE
EXCON REP
MPA
CYBER

Assumptions This structure replicates a Division (including Brigades) as a subordinate unit to LCC.

Z-2-15
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Core functions Leadership Intel Operations Logistics Specialized LIAISON

Functions
Plans

Brigades can be replicated with a minimum format of 4 PAX per BDES (Chief, Ops, Intel, Log). BDE RC Chief
could be dual hatted (Chief and Ops).
Specialized functions in italic are SCENARIO/TOs dependent.

Workforce Requirement

MEL/MIL
Scripting WS 1 TBD TBD TBD TBD
(TBD Days)

Training Block
D/E (including ALL
EXCON TRNG)

Z-2-16
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

11. Brigades Model, LAND RC 2/3 (RC size: 10-12 PAX/BDEs)

Operations Specialized
Core functions Leadership Intel Logistics LIAISON
Plans Functions

# PAX 2 2 4 2 0 TBD at IPC

ROLE RC Chief ISR G3 Ops LOG CIMIC LNO to LCC

CAPABILITIES (OF4)
EXPERIENCE TGT G35 Plans FIRES ENG C-IED
Experienced
RANK Analyst/INTSUM AAVN MED CBRN
planner COPD
production
RC Deputy AD-ASC LOGFAS Cyber
acts as Operating
INFOOPS experience
EXCON Rep/
Battle Captain required

Assumptions This structure replicates a Brigade subordinated to a LCC when not included in a Division (NRF BDE model).

Functions in italic are SCENARIO/TOs dependent.

Workforce Requirement

Z-2-17
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Operations Specialized
Core functions Leadership Intel Logistics LIAISON
Plans Functions

MEL/MIL 1 TBD TBD TBD TBD

Scripting WS
(TBD Days)

Training Block
D/E (including.
ALL
EXCON
TRNG)

Z-2-18
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

12. Theatre Troops - LAND RC 3/3 (RC size: 3-4 PAX/Unit)

Operations Logistics Specialized

Core functions Leadership Intel LIAISON
Plans Functions

# PAX 1 1 1 0 (1) 0 -

ROLE RC Chief INTEL OPS LOG Specific

CAPABILITIES Experienced expertise lays
Planner within Intel-
EXPERIENCE OPS-LOG
RANK staff

NOTES Theatre units are: AD, ARTY, ENG, ISTAR, POTF, CIMIC, CBRN, EW.

Composed units as Joint Fires and Influence regiment (ARTY, EW, POTF, ISTAR) have a different structure
but will require approximatively the same workforce as each functional unit would have required.

Workforce Requirement

MEL/MIL
Scripting WS 1 TBD TBD TBD
(TBD Days)

Z-2-19
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Operations Logistics Specialized

Core functions Leadership Intel LIAISON
Plans Functions

Training block
D/E (including
1 TBD TBD TBD TBD TBD
EXCON
TRNG)

Z-2-20
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

13. AIR Response Cell (RC size: 50-60 PAX)

Operations Specialized
Core functions Leadership Intel Logistics LIAISON
Plans Functions

# PAX 3 5-10 15-25 3-5 2-3 TBD at IPC

ROLE RC Chief ISR OFFENSIVE AIR 2 LOG ICC Db LNO

CAPABILITIES DEFENSIVE AIR Manager
OF5 TGT 1 MED to NCS/JFAC
EXPERIENCE BASE and WING Possible area
Responsible of ISR and,
OPS ALCC of extra
RANK EXCON BDA/skills
required LOGFAS expertise:
integration AIRSPACE (CRC)
Operating EW, SP AIR
Subordinate unit
MEL/MIL INTREP TBMD/GBAD experience OPS, MPA,
COORD production will be required AAR, ISR,
(JEMM, JTLS – an RC ICC Skills required
responsibility. within these functions AWACs,
M&S ELIMT, IMINT,
Component
integration) Level reporting JPR, SAR,
(INTSUM etc.) MED, CYBER
Battle Captain
will be
will act as RC component
Chief Deputy responsibility

Z-2-21
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Operations Specialized
Core functions Leadership Intel Logistics LIAISON
Plans Functions

Assumptions The AIR RC replicates AIR assets and subordinate units to JFAC. Functions in italic are SCENARIO/TOs
dependent.

Workforce Requirement

MEL/MIL TBD
2 TBD TBD TBD
Scripting

Training block
D/E
ALL
(including
EXCON TRNG)

Z-2-22
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

14. MARITIME Response Cell (RC size: approx. 25-30 PAX + LNOs -TBD) – MJO (SJO+)

Core Operations Specialized

Leadership Intel Logistics LIAISON
functions Plans Functions

# PAX 3-4 5-7 10-25 4-5 2-3 5

ROLE COM MCC CHIEF INTEL CHIEF OPERATION CHIEF Personnel with LNOs to
CAPABILITIES LOGISTIC expertise to MCC
(OF5) (OF3/4) (OF4) replicate positions
Experienced OF-4 such as: OF2/3
EXPERIENCE acting as COM Experienced planner
intel Officer planners
MCC Experienced STRATCOM
RANK METOC (OF2/3) STAFF OFFICER OF-2/3 with LOG Officer (OF2/3); CIMIC
different expertise to cover the
(OF3/OR4); LEGAD
INTEL following roles: LOGFAS SME
RC Chief (OF2/3); SOF (OF-
ANALYSTS
(OF4) CYBER/AMPH PLAN; OR6-9 2/3); 2 CAX OP
(OF2 or OR4/6) AAW/IAMD/BMD; (OR4-6); AIR MPA
Experienced SWO/ASUW/FP/CBRN; ASW MED PLAN (OF2/3); SUB OPS
planner /NASW; MCM OPS/C-ED; (OF2/3); POLAD
Responsible of OF2/3 MED (OF2/3); SPACE
TGT/PSYOPS; INFO OPS;
EXCON INFO Planner (OF2/3)
ASSESMENT; FOPS; COPS; EWCC
integration OPS/EW/SIGINT
MEL/MIL- LitM OPS; AIR OPS; AIR FW; HEC
(OF2 or OR4/6)
Simulation SEC/SAT; NCAGS CIS SME
System IRM & CM JISR
TF CHIEF (OF4) (OR4/6)
Battle Captain (OR4/6)

Z-2-23
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Core Operations Specialized

Leadership Intel Logistics LIAISON
functions Plans Functions

(OF3/4) INTEL Experienced Staff Officer MED ASS

personnel SUPPORT
acting as RC TARGETING CSG TG CDR (OF3/4) (OF2/OR6)
Chief Deputy (OR-4/6)
Experienced planner LOG ASS
MEL/MIL
TG 01 OPS LEAD (OF3/4) (OF2/OR6)
Manager
Experienced planner
(OF3/4)
Other roles (as required):
Responsible of
MEL/MIL- TG OPS ASST (OF2);TG OPS LEAD
Coordination (OF3); HNDF 2 (OF3); CSG ASS
(OF3); CSG AIR OPS (OF3); ATG
OPS (OF3/4); ATG OPS ASS (OF3);
CLF OPS (OF3/4); CLF ASS (OF3);
MCM OPS (OF3)

Assumptions MARITIME RC replicating the MCC functions and his subordinate units (Task Groups, e.g. Carrier TG, SNMGs). In
order to cover all scenario function the RC will require additional support from NATO personnel reinforcement.

Workforce Requirement

MEL/MIL
2 1 2 1 1 0
Scripting WS

Z-2-24
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Core Operations Specialized

Leadership Intel Logistics LIAISON
functions Plans Functions

Training Block
D/E (including
ALL
EXCON
TRNG)

Z-2-25
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

15. MARITIME Response Cell (RC size: approx. 10-15 PAX + LNOs -TBD) – SJO

Core Operations Specialized

Leadership Intel Logistics LIAISON
functions Plans Functions

# PAX 1-2 2-3 4-6 1-2 1-2 TBD at

IPC

ROLE COM MCC CHIEF INTEL CHIEF OPERATION (OF4) CHIEF Personnel with LNOs to
CAPABILITIES LOGISTIC (OF4) expertise to MCC
(OF4/5) (OF3/4) Experienced planner replicate positions
acting as COM Experienced Experienced such as: OF2/3
EXPERIENCE STAFF OFFICER (OF2/3) with
MCC intel Officer LOG Officer planners
expertise to cover different roles such 1 CAX OP (OR4-6);
RANK RC Chief METOC (OF2/3) as: LOGFAS SME SOF (OF2/3);AIR
(OF4)
MPA (OF2/3); SUB
INTEL CYBER/AMPH PLAN; (OR6-9)
Experienced OPS (OF2/3);
ANALYSTS AAW/IAMD/BMD;
planner MED PLAN SPACE (OF2/3)
SWO/ASUW/FP/CBRN; ASW
Responsible of Intel OF-2 or /NASW; MCM OPS/C-ED;
EXCON OR-4/6; (OF 2/3)
TGT/PSYOPS; INFO OPS; FOPS;
integration
COPS; EWCC MED Planner
Battle INFO OPS
Captain/MEL- LitM OPS; AIR OPS; AIR FW; HEC
OF2 or OR4/6 CIS SME
MIL Mngr
SEC/SAT; NCAGS (OR4/6)
OF3/4
personnel
acting as RC TF CHIEF (OF4)
LOG ASS
Chief Deputy
Experienced Staff Officer

Z-2-26
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Core Operations Specialized

Leadership Intel Logistics LIAISON
functions Plans Functions

CSG TG CDR (OF3/4) OF2/OR6

Experienced planner
TG 01 OPS LEAD (OF-3/4)
Experienced planner
Other roles (as required):
TG OPS LEAD (OF3); CSG AIR OPS
(OF3); ATG OPS (OF3/4); CLF OPS
(OF3/4); CLF ASS (OF3); MCM OPS
(OF3)

Assumptions MARITIME RC replicating the MCC functions and his subordinate units (Task Groups, e.g.
Carrier TG, SNMGs) in JOA SE. In order to cover all scenario function the RC will require
additional support from NATO personnel reinforcement.

Workforce Requirement

MEL/MIL
1 1 1 1 0 0
Scripting WS
Training block
D/E (including ALL
EXCON TRNG)

Z-2-27
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

16. SOF Response Cell (RC size: 25 pax. + LNOs - TBD) – MJO (SJO+)

Remark: For SJO, SOCC personnel (SMEs) will be embedded in JTF RC Model*

Specialized
Core functions Leadership Intel Operations/Plans Logistics LIAISON
Functions

# PAX 2 2 12 4 4 TBD

ROLE RC Chief INTEL Battle Captain SOTGs J4, J6 CIS LNOs to CCs
CAPABILITIES MED/JOA RL BICES
OF4/5 Produce Provide J33/35
EXPERIENCE SOTGs outputs Produce support
Responsible of reports,
INTEL J6 CIS ASS
RANK EXCON JEMM manager assessments,
INTEGRATION INTEL Support
Monitors and orders and
SME interoperability
RC Deputy actions JEMM contingency
with national
Theatre injects planning
systems
OF4/5 wide
SOTGs OPS LOG SMEs AIR/MAR
Responsible of SMEs
Land/Air/Maritime Theatre wide
MEL/MIL- Produce reports, Theatre wide
Simulation assessments, CYBER SME
System orders and Theatre wide
contingency
planning

Z-2-28
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Specialized
Core functions Leadership Intel Operations/Plans Logistics LIAISON
Functions

OPS SMEs

Theatre wide

Assumptions * SOCC personnel (SOF J35/J5 SMEs) will support both JTFs level coordination processes without any
tactical play and will be collocated with JFC RCs (in JOA SE and NW).
1. SOFCOM will coordinate the provision of external support and reinforcement.
2. SOF RC replicates SOTGs (AIR, LAND, MARITIME).
3. OPFOR SOF SMEs are not included in the SOF RC personnel.

Workforce Requirement

MEL/MIL Scripting 2 TBD 1 TBD TBD TBD

Training Block D/E

(including EXCON ALL
TRNG )

Z-2-29
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

17. LOGISTIC RC – JLSG MODEL (RC size: from 5 to 25 PAX) – MJO (SJO+)

Core functions Leadership Model applicable for JOA Centre NFIUs* LIAISON

# PAX 2-3 10-12 1/NFIU TBD at IPC

ROLE RC Chief (OF4/5) LOG SMEs (OF3/4): 1xSO/NFIU LNO

involved in
CAPABILITIES Responsible of EXCON SOs specialized functions such as S&S, RSOM to CCs
EXPERIENCE Integration RSOM, M&T, LOGFAS Operators, FP,
RANK CSO, MILENG, Med, Medevac, NSEs,
RC Deputy (OF3/4) CIMIC, FLS, CBRN

Responsible for MEL/MIL Other specialized functions determined and

COORD required by LOG operations in JOA iaw
Scenario and TOs.
Battle Captain (OF2/3)

Responsible for R&R

SA
Assumptions LOG personnel (LOG SMEs from JFCNP and JFCNF) will support both JTFs level coordination processes
and will be collocated with JFC RCs (in JOA SE and NW), following JTF RC Model.
*NFIU representative in the LOG RC is subject to be included in the “Nation” RC (pending a decision at IPC)

MEL/MIL 2 3-5 TBD TBD

Scripting WS

Z-2-30
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Core functions Leadership Model applicable for JOA Centre NFIUs* LIAISON

Training Block ALL

D/E (including.
EXCON TRNG)

Z-2-31
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

18. CJ-CBRND-TF Response Cell (RC size: 10 PAX) – CBRN (Joint Enablers)

Core Operations-Plans Specialized

Leadership Intel Logistics LIAISON
functions Functions

# PAX 2 0 2-3 0 3 TBD at IPC

ROLE RC Chief Battle Captain CBRN LNOs to

CAPABILITIES Warning and SOCC, MCC,
OF-4/5 OF-2/3 Reporting LCC, ACC
EXPERIENCE Operators
COM CJ- SME CBRN officers
RANK CBRND-TF OR-7 – OF-2
OF2 – OF4
RC Leader CAX
OF-4 Operators

Deputy COM OR-7 – OF-2

CBRND-TF CYBER SME
acting as MEL-
MIL COORD

Workforce Requirement

Z-2-32
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Core Operations-Plans Specialized

Leadership Intel Logistics LIAISON
functions Functions

MEL/MIL
Scripting WS 1 - 2 -
(TBD Days) -

Training block
D/E (including
ALL TBC
EXCON
TRNG)

Z-2-33
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

19. CIMIC Response Cell (RC size: 10-12 PAX – Joint Enablers)

Function Command Operations-Plans LNO

# PAX 2 8-10 TBD at IPC

- Team Leaders
ROLE
- RC Chief (OF-3)
CAPABILITIES - SMEs (Joint Level expertise)
-Battle captain (MEL/MIL COORD)
EXPERIENCE LNOs to CCs
RANK

Workforce Requirement

MEL/MIL Scripting WS 2 1
(TBD Days)
Training block D/E (including. ALL
EXCON TRNG)

Assumptions The MNCG RC replicates CIMIC assets and subordinate structure at joint level. Functions in italic
are SCENARIO/TOs dependent and will be determined at IPC.

Z-2-34
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

20. CJPOTF Response Cell (RC size: 4 PAX) – Joint Enablers

Function Command Operations-Plans LNO

# PAX 1 3 0

ROLE - SMEs (Joint Level expertise,

- RC Chief (OF-3) and BC (MEL/MIL experienced planners)
CAPABILITIES
COORD)
EXPERIENCE 0
RANK

Workforce Requirement

MEL/MIL Scripting WS 1 TBD

(TBD Days)
Training Block D/E (including ALL
EXCON TRNG)

Assumptions The CJPOTF RC replicates its assets acting as Joint Enablers at joint level. Functions in italic are
SCENARIO/TOs dependent and will be determined at IPC.

Z-2-35
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

Z-2-36
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

ANNEX AA TO Bi-
SCD 075-003
DATED 01 SEP 23

DEVELOPMENT AND USE OF A TRAINING AUDIENCE TRAINING PLAN

1. Background

a. The operational cycle for high-level staffs lasts at least two years (one year for
preparation-certification, one year in standby) and can be extended to an even longer
period in the case of a HQs in perpetual Standby. Moreover, the mission spectrum and
the potential Area of Operations are so vast that several years are needed to practice all
of them.

b. Similarly, exercise programming is based on a multi-year cycle because it is neither

desirable nor feasible to train all Operations and Procedures in depth each year.
Consequently, staffs should be able to record what has been achieved and to programme
later in the training cycle what was not or insufficiently exercised.

2. Definition of a Training Plan. NCS and NFS FEs designated for NATO OPCON and
assigned for NATO Operational Standby tasks or deployment are required to develop and
maintain a multi-year Training Plan describing how the Commander intends to develop and
improve Operational art and Procedures through exercises that lead to a particular HQ’s
certification and standby period. A Training Plan is at least composed of an Operational Training
Roadmap (OTR), a PTR, a 3-Year Training Roadmap (3YTR).

a. The OTR (see the example in Figure AA-1). The OTR sets the operational context
for a multi-year training programme. It projects the geographical, environmental, and
seasonal conditions, the operating domains and the set of missions to be exercised within
a tailored training progression and in accordance with the operational priorities.

(1) The OTR apportions various operational situations to future Exercises in

order to expose, train and demonstrate NCS/NFS FE understanding and application
of operational principles as laid down in AJPs, Allied Directives, and other
supporting publications and manuals.

(2) The OTR should be balanced between the most likely and the most
challenging operational situations.

b. The PTR (see the example in Figure AA-2). The PTR defines the overall procedural
training progression projected by a FE over a multi-year training programme.

(1) The PTR prioritises procedural Tasks between a series of exercises in order
to expose, train and demonstrate NCS/NFS FE understanding and application of
NATO Techniques and Procedures as laid down in ACO Forces Standards (AFS).
The PTR should be progressive and repetitive.

c. The 3-Year Training Roadmap serves as a baseline to forecast the activities in

which the HQ will train and exercise. The Roadmap will be refined, depending on the
strategic situation and the outcomes of the exercises. 3YTR is composed of:

AA-1
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(1) HQs’ Yearly Training Cycle providing generic and basic information 149 on the
reoccurring Collective Training and Exercise (CT&E) activities.

(2) HQs’ CT&E Programme for the 3 next years. This should describe the
annual training progression with Collective Training activities leading to the major
annual Exercise as well as the key preparation milestones supporting it. Year + 1
should be very detailed as opposed to Years 2 and 3 progression provided for
planning and orientation purposes.

d. Flexibility versus Consistency. Whilst flexibility is one of the key pillars of a training
plan, the need to ensure a training continuum based on consistency across exercise
iterations and series in the way identified processes are run and exercised is also of
paramount importance. To track progress it is important to analyse comparable elements.
Moreover, continuous changes to the way processes are defined and exercised – and thus
to the conditions linked to them - may impact NATO’s ability to allocate appropriate
resources, including CIS, budget, divisional contribution, and create uncertainties in the
involvement of NNEs, Host Nations and Partners. A Training Plan is thus set to represent
an element of continuity, whilst still allowing for flexibility. That is why leadership and early
ownership of training challenges is of paramount importance.

149 Name of the Activity, Abbreviated Name, OSE/OCE/ODE Roles, Description, HQ’s expected participation,
frequency, and other relevant information
AA-2
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure AA-1 – Example of Joint Task Force (JTF) HQ level Operational Training Roadmap

AA-3
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Figure AA-2 – Example of Joint Task Force HQ level Procedural Training Roadmap

AA-4
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

3. Development of a Training Plan. FE develop their Training Plan through the following
steps:

a. FE staff analysis of mission related training requirements. Each time the FE is

assigned to a new mission (e.g. ARF LCC, Tier 2 Division), the staff conducts a mission
analysis review with the reference documents in order to identify the operational150 and
procedural 151 requirements to be exercised in preparation of the mission. Most of these
documents are depicted in footnotes and Figure AA-3. Training requirements apportioned
to future exercises constitute Operational and Procedural Training Roadmaps (OTR and
PTR).

Figure AA-3 – Reference Documentation to build and maintain an FE Training Plan

b. Exercise Branch generates draft OTR and PTR.

(1) OTR. Exercise Branch fills OTR template 152 firstly with already known OPS
parameters as directed in SACEURs multi-year D&G for exercises (pertaining to
NATO MDX) and secondly as directed by OSEs in line with MTEP
development/promulgation (for NATO-lower scale or National exercises). Exercise
Branch recommends OPS parameters for the periods when FE has no external
constraint. FE “free space” that is usually situated before and after NATO evaluation

150 Operational requirements are set in SACEUR’s annual Collective Training & Exercise Directive, the ARF
Directive/Concept of Employment, the NATO Family of Plans, Allied Joint Publications (AJPs), and Allied Tactical
Publications (ATPs).
151 Procedural requirements are set in Allied Force Standards (AFS) Volumes setting the Capability Areas and their

associated Standards and Criteria for each NATO Force Model HQs.
152 An example is depicted at Figure J-3-4.

AA-5
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

periods may be used either to explore new operational situations or to deepen the
understanding of selected ones.

(2) PTR (See the example in Figure AA-4). Exercise Branch fills PTR template
lines with the generic task 153 list corresponding to the FE role. The generic task list
is to be found in the applicable AFS (for higher-level Headquarters) or directly in Bi-
SC CC&S (units). Exercise Branch recommends a staff coordinating Division and
Branch for each MCA 154 and Task. Afterwards, Exercise Branch expands the table
with one column per Exercise 155 imposed by SACEUR or OSEs. Finally, Exercise
Branch tentatively cross-references Tasks and Training Activities.

Figure AA-4 – Part of draft JTFHQ level PTR generated by Exercise Branch

c. MCA Coordinators 156 and supporting Divisions/Branches further develop OTR and
PTR. Once Exercise Branch has generated draft OTR-PTR and COS has assigned MCAs
and Tasks to DCOS’ 157 and ACOS’, the designated MCA Coordinators convene syndicate
work IOT review their OTR-PTR part with Exercise and relevant Division/Branch
representatives.

(1) OTR. Syndicates vet and accept Draft OTR.

153 The updated AFS will speak about “Capability Areas” corresponding to the “Task” from the current Bi-SC 075-003
verbiage.
154 “Inform” is about intelligence and information management. “Protect” deals with Force Protection. “Project” and

“Sustain” heavily involve logistics. “C3” is mainly about long-term planning and C3 arrangements. “Engage” deals
with the use of Force (physical and cognitive) in the short and mid-term.
155 The main Exercise of the year
156 MCA Coordinators contribute to the development of Exercise Objectives (EO).
157 DCOS’ responsible for a MCA appoint a MCA Coordinator (OF-5 or OF-4).

AA-6
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(2) PTR. Syndicates further develop Draft PTR.

(a) Where needed, the generic task list is adapted to FE specificities and
training programme as in the following examples:

1/ In order to reflect the training programme, “C3” syndicate

recommends replacing the generic (AFS) sentence “Plan joint
operations to set the conditions and generate the strategic effects
required to successfully accomplish Alliance missions” by “Plan joint
operations (produce an OPLAN during Training block C activities and
Branch/Sequels during Training block E activities).

2/ In order to reflect FE specificities, “C3” syndicate recommends

replacing the generic (AFS) sentence “Execute and manage a plan
(up to 72 hours in advance) for the execution of joint operations” by
“Support the mid and short-term Decision Making Processes via the
Joint Coordination Board (JCB)”.

(b) Assessment. Syndicates assess the current staff’s proficiency in each

Task within the MCA. They highlight in green the Tasks that are sufficiently
trained 158, in yellow those requiring additional practice and in red those that
are untrained. Finally, they recommend a training progression relying on
PTR training activities 159. See Figure AA-5 for a graphical example and
explanations in subsequent sub paragraphs.

Figure AA-5 – Example of MCA level PTR

1/ “Trained up to Standards” (boxes displayed in green): The staff

is trained and has demonstrated proficiency in accomplishing the task

158 According to procedural criteria of performance set within AFS evaluation volumes STRATEVAL (AFS Vol XIII),
JOINTEVAL (AFS Vol V), CREVAL (AFS Vol VII), MAREVAL (AFS Vol VI), TACEVAL (AFS Vol VIII), SOFEVAL
(AFS Vol XI).
159 All MCA Tasks cannot be permanently maintained at the highest level of proficiency (green). The training

progression should be adapted for each Task to the type/focus of the various training activities and to the
training/evaluation requirements.
AA-7
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

to the AFSs. The staff judges task performance to be free of

significant shortcomings. Training on “Trained” tasks is designed to
sustain proficiency.

2/ “Trained below Standards” (boxes displayed in yellow): The

staff has performed the task with some shortcomings. Performance
has demonstrated that the staff does not achieve the full AFS without
some difficulty or has failed to perform some supporting task to
standard. The shortcomings are not severe enough to require
complete retraining. Only refresher training is required.

3/ “Untrained” (boxes displayed in red): The staff has not

demonstrated an ability to achieve wartime proficiency. The staff
needs to prepare a comprehensive plan to train the Task in depth up
to AFSs.

4/ “No TO” (boxes displayed in black): The Task was not

supposed to be significantly trained during the corresponding training
phase. For instance, a NFS HQ cannot train in the use of TOPFAS
during a national exercise because small strategic level and CCs’
Response Cells are unable to interact with the TA through TOPFAS.

(3) While conducting the assessment, MCA coordinators identify these

functional area training activities that should be scheduled by their Division in
support of the PTR staff-level progression.

d. Finalise OTR and PTR. Having received the contributions from all MCA
coordinators, Exercise Branch finalizes FE OTR and PTR. Exercise Branch verifies PTR
as follows:

(1) The Tasks identified as the Commander’s priorities because they are
essential 160, untrained 161, or they need more practice 162, are scheduled in priority
order in PTR training activities.

(2) Each training activity does not contain more than fifteen 163 priority Tasks (all
MCA included). By the contrary, staff-level prioritisation is required.

(3) The training progression is balanced. When this is not the case, Exercise
Branch may recommend combining or adding internal or external training activities
in order to mitigate risks on OTR-PTR.

(4) FE overall training progression is commensurate with the staff’s level of

proficiency and compatible with the expected level of resources. This needs
confirmation from OSE/OCE for external exercises.

160 Example: ETEE focus areas depicted in SGE.

161 Example: New capabilities to be acquired by the staff.
162 Example: Own lessons and lessons identified by predecessors preparing for the same mission
163 Ten to fifteen tasks are usually needed to cover HQ level priorities during an exercise’s execution phase and are

manageable by an OCE. Three or four priority tasks may be sufficient for a CRP phase.
AA-8
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

(5) Remarks

(a) Some operational situations or tasks may be scheduled for a series of

exercises because the staff will need a lot of practice to reach the required
standard (e.g. Joint synchronisation cycle) or because this particular
operational/procedural skill should be maintained at the highest degree of
proficiency (e.g. most likely operational situation). Sometimes, an
operational situation or a task is selected not because it is a top priority, but
because a training activity offers excellent training conditions in a particular
domain.

(b) HQ Divisions and Branches should understand that the training will
not be limited to the few tasks selected in the PTR. With or without a PTR,
the staff will run the full set of procedures anyway. A PTR is here to ensure
that staff processes that were selected because of their importance or their
difficulty will be trained within optimum conditions and observed in order to
orient future training.

(c) Divisions/Branches may develop their own task list in support of the
Commander’s approved staff-level task list. However, the training of these
specialised tasks should essentially be scheduled ahead of a MDX, as part
of X-FAT, BST or a dedicated Division/Branch level training venue.

4. Maintain the Force Elements Training Plan and contribute to NATO Defence
Planning Process/Doctrinal and AFS reviews.

a. The Training Plan is maintained by a designated cell within the HQ (Potentially LL

Cell). The plan is updated by MCA Coordinators after each Validation Meeting 3 164, when
there is a common understanding of exercise achievements. Operational situations and
staff processes that are insufficiently trained and constitute new staff priorities will be
(re)scheduled over future exercises.

b. PTA’s PTR should be enclosed to the associated EXSPEC (mentioning “PTR as

of…” because the Training Plan is a living document) in order to further inform exercise
planning (expectations and resources) and opportunities for exercise analysis and
evaluation.

c. While maintaining an AFS based PTR, FE will be able to contribute to NATO

Defence Planning Process (NDPP) and AFS review process, recommending updates to
the generic task list. Similarly, FE maintaining an AJP/ATP based OTR may be able to
suggest amendments to some NATO operational documents.

5. Synchronisation of existing Training Plan with Exercise Concept and Exercise

Objectives

a. When the FE is the unique TA of an exercise, the FE training plan will directly inform
its design: OTR provides most of the information needed in the exercise concept (2 years
ahead of exercise’s execution); OTR and PTR inform the development of Exercise

164 Former Post Exercise Discussion

AA-9
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

Objectives (12-18 Months ahead of exercise’s execution); and Tasks selected in PTR
trigger the development of TOs (12-10 months ahead of exercise’s execution).

b. When an exercise is shared between several TAs, training plans need to be

synchronised, based on SACEUR/OSE priorities.

Remark: PTA’s PTR provides the baseline for selecting most of the PTOs.

c. EO development is described at Annex I to Bi-SCD 075-003. For Development and

use of TOs, see above-mentioned paragraphs (main body of Annex J) and appendices 1
to 2 to Annex J to Bi-SCD 075-003.

d. Transition from PTR to Training Objectives. This transition is illustrated in Figure

AA-6.

Figure AA-6 – Each “X” results in a TO (Task, Supporting Task, Conditions, Standards) 165

(1) MCA Tasks scheduled across several exercises will generate similar TOs
since the Supporting Tasks (the way the HQ runs the staff process) and Standards
(reference documentation and AFS criteria of performance) rarely evolve from one
year to the other. Main differences will be found in TO Conditions because Training
conditions will vary from one exercise to the other and depends on resources
availability.

165 The updated AFS will speak about “Capability Areas”, “Standards”, and “Criteria” corresponding to the “Task”,

“Supporting Tasks”, and “Standards” from the current Bi-SC 075-003 verbiage.
AA-10
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

6. Conclusion. Developing and maintaining a multi-year training plan is essential to inform

FE effective Decision-Making Process, enable deliberate and comprehensive training, streamline
the Exercise Process, optimise the use of training resources, support FE assessment and
accountability. Training plans bring consistency between FE Capability Development, Training,
and Evaluation. Finally, Training Plans provide the necessary interface between long-term FE
specific training progressions and Exercise Design as illustrated in Figure AA-7.

Figure AA-7 – FE training plan and exercise design

AA-11
NATO UNCLASSIFIED
 NATO UNCLASSIFIED

Bi-SCD 075-003

This page is intentionally left blank

AA-12
NATO UNCLASSIFIED