Chairman of The Joint Chiefs of Staff Instruction

CHAIRMAN OF THE JOINT
CHIEFS OF STAFF
INSTRUCTION
J-7 CJCSI 3010.02E

DISTRIBUTION: A, B, C, S 17 August 2016
GUIDANCE FOR DEVELOPING AND IMPLEMENTING JOINT CONCEPTS
References: See Enclosure E.
1. Purpose.
a. This instruction provides guidance and responsibilities for developing

joint concepts and transitioning approved joint concepts into applicable joint
capability development processes for implementation.
b. While primarily addressing the development and transition of joint

concepts, this instruction acknowledges that implementing a joint concept
occurs through application in accordance with authoritative policy, guidance,
and processes governing joint capability development programs.
2. Superseded/Cancellation. CJCSI 3010.02D, 22 November 2013, “Guidance

for Development and Implementation of Joint Concepts,” is hereby superseded.
3. Applicability. This instruction applies to the Joint Staff (JS), Military

Services, National Guard Bureau (NGB), combatant commands (CCMDs),
Defense Agencies, and joint and combined activities responsible to the
Chairman of the Joint Chiefs of Staff (CJCS), hereafter referred to as the
Chairman.
4. Policy. This instruction describes and documents the procedures used by

the Chairman to fulfill his responsibilities under title 10, U.S. Code, sections
153 and 181 per reference a.
5. Definitions. See Glossary.
6. Responsibilities. See Enclosure D.
7. Summary of Changes. This revision of CJCSI 3010.02D:

CJCSI 3010.02E
17 August 2016
a. Reflects overarching guidance for developing joint concepts within the

Department of Defense (DoD) for approval by the Chairman, for the Capstone
Concept for Joint Operations (CCJO); or by the Vice Chairman, for all other
joint concepts.
b. Incorporates lessons learned and adjustments to the Joint Concept

Program procedures endorsed by the Joint Concept Development (JCD)
governance bodies.
c. Clarifies voting procedures for the JCD governance bodies: the Joint
Concept General Officer Steering Committee (JC GOSC) and the Joint Concept
Working Group (JCWG).
d. Establishes a Joint Concept Review Committee (JCRC) to evaluate

concept prospectuses before submission to the broader JCWG for action,
review concepts at the mid-point of development, and develop
recommendations for the JC GOSC on issues affecting the JCD program.
e. Specifies procedures for developing, submitting, and reviewing joint

concept prospectuses.
f. Establishes a joint concept life cycle to guide the development,

evaluation, transition, and assessment of joint concepts over time, and to serve
as a bridge between JCD and the broader joint force development community,
in order to facilitate concept implementation.
g. Changes primary responsibility for JCD governance to the JS J-7;

eliminates JS J-8 responsibility of co-lead for JCD governance.
h. Clarifies roles and responsibilities for the design and execution of in-
stride evaluations during concept development, and affirms the requirement for
further testing and verification after approval of a concept.
i. Clarifies requirements and responsibilities for transitioning and

implementing joint concepts.
j. Establishes annual review of approved joint concepts.
8. Releasability. UNRESTRICTED. This directive is approved for public

release; distribution is unlimited. DOD Components (to include the combatant
commands), other Federal agencies, and the public, may obtain copies of this
directive through the Internet from the CJCS Directives Electronic Library at:
[http://www.dtic.mil/cjcs_directives/ ]. JS activities may also access it via the
SIPR Directives Electronic Library Websites.
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DISTRIBUTION
Distribution A, B, C, plus:
Copies
Under Secretary of Defense for Defense Acquisition, Technology and

Logistics .......................................................................................................... 2
Under Secretary of Defense for Policy ............................................................ 2
U.S. Coast Guard ......................................................................................... 2
National Guard Bureau ................................................................................ 2
"The office of primary responsibility (OPR) for the subject directive has chosen
electronic distribution to the above organizations via E-mail. The Joint Staff
Information Management Division has responsibility for publishing the subject
directive to the SIPR and NIPR Joint Electronic Library Websites."
i.
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TABLE OF CONTENTS
Page
ENCLOSURE A JOINT CONCEPTS OVERVIEW AND GOVERNANCE............A-1
Purpose of Joint Concepts.......................................................................... A-1
Role of Joint Concepts in the Joint Strategic Planning System (JSPS) ......... A-1
Role of Joint Concepts in Developing the Force........................................... A-3
The Joint Concept Life Cycle ...................................................................... A-5
Joint Concepts Governance Structure ........................................................ A-6
Family of Joint Concepts ........................................................................... A-9
Status of Joint Concepts ......................................................................... A-11
Annual Review of Joint Concepts ............................................................ A-11
Revising Joint Concepts .......................................................................... A-12
Archiving Joint Concepts ........................................................................ A-12
ENCLOSURE B DEVELOPING JOINT CONCEPTS........................................B-1

Joint Concept Development Process ...........................................................B-1
Joint Concept Prospectus...........................................................................B-1
Concept Development Team Composition ...................................................B-3
Concept Research and Writing ...................................................................B-4
Outline for a Joint Concept ........................................................................B-5
Independent Red Team Review ...................................................................B-7
Concept In-stride Evaluation......................................................................B-7
Transition Approach ..................................................................................B-8
Coordination and Approval ........................................................................B-8
ENCLOSURE C IMPLEMENTING JOINT CONCEPTS....................................C-1

Introduction…............................................................................................C-1
Joint Concept Implementation Framework .................................................C-1
Transition Phase ........................................................................................C-1
Application Phase ......................................................................................C-4
Joint Concept Transition Plan Outline.................................................... C-A-1
ENCLOSURE D RESPONSIBILITIES ........................................................... D-1

Overview……............................................................................................. D-1
Office of the Secretary of Defense .............................................................. D-1
Chairman of the Joint Chiefs of Staff......................................................... D-1
Vice Chairman of the Joint Chiefs of Staff ................................................. D-1
Joint Chiefs of Staff .................................................................................. D-1
Director, Joint Staff................................................................................... D-1
Director for Joint Force Development, Joint Staff (DJ-7) ............................ D-1
Director for Force Structure, Resources, and Assessment,
Joint Staff (DJ-8) ...................................................................................... D-2
Functional Capabilities Boards ................................................................. D-3
Other Joint Staff Directorates.................................................................... D-3
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Joint Concept General Officer Steering Committee .................................... D-3

Joint Concept Working Group ................................................................... D-4
Joint Concept Review Committee .............................................................. D-4
Joint Concept Sponsors ............................................................................ D-4
Services, Combatant Commands, National Guard Bureau, and
Defense Agencies ...................................................................................... D-5
ENCLOSURE E REFERENCES ....................................................................E-1
ENCLOSURE GL GLOSSARY......................................................................GL-1
PART I-ABBREVIATIONS AND ACRONYMS ..............................................GL-1
PART II-DEFINITIONS ..............................................................................GL-3
FIGURES
A-1. Role of Joint Concepts in JSPS .......................................................... A-2
A-2. Joint Concept Life Cycle..................................................................... A-6
A-3. JCD Governance Roles....................................................................... A-7
A-4. Family of Joint Concepts Structure................................................ A-10
B-1. Joint Concept Development Process...................................................B-1
B-2. Joint Concept Version Numbering .....................................................B-5
B-3. Considerations for Developing CRCs ..................................................B-6
B-4. Joint Concept Evaluation Planning Criteria .......................................B-8
C-1. Joint Concept Implementation Framework.........................................C-1
C-2. Selected Joint Capability Application Processes .................................C-5
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ENCLOSURE A
JOINT CONCEPTS OVERVIEW AND GOVERNANCE
1. Purpose of Joint Concepts
a. A joint concept describes a method for employing joint force

capabilities to achieve a stated objective or aim within the context of a specified
operating environment or against specified joint force challenges. Joint
concepts propose how the joint force, using military art and science, may
develop new approaches to conduct joint operations, functions, and activities.
Joint concepts propose new approaches for addressing compelling challenges—
current or envisioned—for which existing approaches and capabilities are
ineffective, insufficient, or nonexistent, thus requiring reexamination of how we
operate and develop the future joint force. These innovative approaches
address gaps, shortfalls, or inadequacies in existing approaches and
capabilities, and include application of new technologies to offset future joint
challenges and to provide opportunities. Using various analytical methods, the
joint concept community evaluates both developing and approved concepts to
determine whether they are feasible and promote informed decisions on
developing new joint capabilities. Following approval of a concept, the joint
concept community evaluates, refines, and matures concept-required
capabilities to identify gaps that facilitate the development of specific joint
capability recommendations. These recommendations are then submitted to
various capability application process owners for acceptance, approval, and
subsequent capability fielding.
b. Joint concepts are informed by authoritative documents such as the

National Security Strategy (NSS), Quadrennial Defense Review, Sustaining U.S.
Global Leadership: Priorities for 21st Century Defense, the National Military
Strategy (NMS), and joint doctrine. Additionally, the Joint Operating
Environment (JOE) (reference m) provides insights into dominant trends
affecting the security environment and their implications for future military
operations. Joint concepts are written using a problem-solution method. The
identification and refinement of a joint military problem, a proposed operational
solution, and the capabilities required to implement the proposed
solution are essential components for guiding and evaluating the concept as it
progresses toward approval. Once approved, joint concepts inform future force
development.
2. Role of Joint Concepts in the Joint Strategic Planning System (JSPS). JSPS
is the primary means by which the Chairman carries out statutory
responsibilities assigned in titles 6, 10, 32, and 50 of the United States Code
(USC).
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a. The Chairman’s primary roles within JSPS are to: 1) conduct

independent assessments; 2) provide independent advice to the President,
Secretary of Defense, and National Security Staff; and, 3) assist the President
and Secretary of Defense in providing unified strategic direction to the armed
forces (reference c). The JSPS enables integration across and within processes
in order to provide comprehensive assessments, advice, unified direction, and
execution. All major CJCS activities, including the Joint Concepts Program,
fall within the JSPS.
Figure A-1. Role of Joint Concepts in JSPS
b. Figure A-1 depicts the role of joint concepts within the JSPS. On
behalf of the Chairman, the Director for Joint Force Development, Joint Staff
J-7 (DJ-7) develops the Capstone Concept for Joint Operations (CCJO)
(reference k), the Chairman’s overarching vision for the future joint force, by
synthesizing guidance, direction, and information contained in strategic
guidance documents, including the Chairman’s Strategic Direction to the Joint
Force (CSDJF), and a variety of JSPS assessments. Over time, the joint
community develops a family of joint concepts to address defense priorities and
add greater depth to the Chairman’s vision as described in the CCJO and other
vision documents approved by the Chairman. Upon concept approval, the
concept sponsor, with the support of JS directorates, develops a transition plan
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to guide further maturation and analysis of the concept, in order to identify
specific force development recommendations for consideration by appropriate
joint capability development processes. The implementation of approved joint
concepts also informs future iterations of JSPS assessments of readiness, risk,
sufficiency, joint military requirements, roles, and missions.
3. Role of Joint Concepts in Developing the Force. JCD is a component of

Joint Force Development (JFD) (reference n). Joint concepts identify
capabilities required to achieve stated objectives or address future joint force
challenges. These concept-required capabilities (CRC) provide focus for
capability development recommendations that may lead to changes in doctrine,
organization, training, materiel, leadership and education, personnel, facilities,
and policy (DOTMLPF-P). The following sections describe the interrelationship
between joint concepts and the DOTMLPF-P components they may affect.
a. Doctrine. Joint doctrine provides the fundamental principles that

guide the employment of U.S. military forces in coordinated action toward a
common objective. It is based on extant capabilities (i.e., existing force
structures and fielded equipment); it incorporates time-tested principles of
joint operations, operational art, and elements of operational design, and is
authoritative for current operations. Joint concepts should propose a clear
alternative to existing doctrine and include evidence of significant operational
value relative to the joint force challenges under consideration. Concepts are
not authoritative. They are promising, but unproven, ideas that should be
rigorously tested. Joint concepts consider, but are not limited by, existing
doctrine, policy, treaties, laws, or technology. As concepts utilize extant
capabilities, are incorporated into plans and practices, and gain institutional
acceptance, appropriate elements of the concept may be incorporated into
doctrine (references g and h).
b. Organization. Joint concepts propose new ways to accomplish a joint

operation, function or activity. Once validated, these new approaches may
necessitate changes in the way the joint force organizes to accomplish
missions, execute functions, and deliver, support, or sustain joint warfighting
capabilities.
c. Training. Joint doctrine is the basis for joint training; however, some
joint concepts also affect joint training. For example, the Chairman may
emphasize specific joint concepts and required capabilities in the Chairman’s
Joint Training Guidance or designate them as high-interest training issues
(reference f). Joint concepts may indirectly influence individual, staff, and
collective joint training by identifying the need for changes in joint doctrine or
tactics, techniques, and procedures. Combatant commanders (CCDRs) may
adopt these changes to prepare the joint force to respond more effectively to
strategic and operational requirements, and to execute assigned or anticipated
missions. With concurrence of the relevant joint force commander (JFC), joint
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concepts may be integrated into the joint event life cycle. Concept developers
may engage and support exercise planners to incorporate appropriate aspects
of the future security environment into scenarios, educate the training
audience on the concept and required capabilities, and observe event
execution. Joint training observations also help mature the ideas in an
approved concept or support development of a new or revised concept by
identifying and analyzing trends, best practices, and insights derived from
multiple combatant command (CCMD) exercises across the full range of joint
functions and missions.
d. Materiel. Joint concepts propose capabilities required to improve the

ability of the joint force to overcome future challenges. The set of required
materiel capabilities in an approved joint concept may be the foundation for
generating proposed joint military requirements through the Joint Capabilities
Integration and Development System (JCIDS) (reference e). Capabilities-based
assessments (CBAs) or similar analyses examine the capability requirements
identified in a joint concept to determine whether there are any current or
projected capability gaps that present an unacceptable level of risk to future
execution of the concept and thus warrant further action. Within JCIDS, initial
capability documents (ICDs) will be developed to support development of
a new capability solution to close capability gaps. Materiel capability gaps are
then reviewed and validated through JCIDS. While many non-materiel
changes may be pursued through authoritative joint capability development
processes outside the JCIDS process, when necessary, joint DOTMLPF-P
change recommendations (DCRs) may be submitted for non-materiel change
recommendations to existing joint resources that are not associated with a new
defense acquisition program. For capability requirements that cannot be met
with a joint DCR, capability development documents (CDDs) or capability
production documents (CPDs) will be developed to pursue materiel approaches
for a capability solution.
e. Leadership and Education. Joint Professional Military Education

(JPME) is a Chairman-approved body of learning objectives, information, and
content, with supporting policies, procedures, and standards. Joint concepts
articulate the Chairman’s vision for future joint operations and significantly
influence JPME. For example, a joint concept may form the foundation of an
elective course or serve as a topic for student research papers. This not only
encourages critical thinking on an approved joint concept, but also directly
supports further development of conceptual ideas and approaches. Joint
concepts may also be a basis of instruction, exercise, or discussion for the
Pinnacle and Capstone courses for general officers/flag officers (GO/FO) and
the Keystone course for senior non-commissioned officers (NCOs). Concept
sponsors, in coordination with the JS J-7, may present approved concepts
during the annual PME review process (reference b).
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f. Personnel. The personnel component of DOTMLPF-P refers to military
or civilian individuals required to accomplish assigned missions, tasks and
activities. The Chairman, CCDRs, and Secretaries of the Military Departments
are responsible for developing and assigning personnel to meet established
joint personnel requirements. Joint concepts espouse new ways of operating or
new capabilities that may require military, DoD civilians, and potentially the
contractor force, to acquire new individual and collective skills. Consequently,
these new skills may need to be tracked and developed within the structure of
Service and joint personnel systems.
g. Facilities. Key facilities include command installations and industrial

facilities of primary importance in support of military operations or military
production programs. Joint concepts may impact a number of joint functions
and operations that rely on facilities, in and outside the continental United
States, for deployment, reception, staging, movement, integration and
sustainment.
h. Policy. Joint concepts and policy are closely related. Policy can
direct, assign tasks, prescribe desired capabilities, and provide guidance for
ensuring that the Armed Forces of the United States are prepared to perform
their assigned roles. Policy can therefore establish requirements for joint
concepts and capabilities. JCD must consider and account for the intent or
capability articulated in current policy when proposing and assessing the
feasibility of new or alternative ways in which the joint force could operate.
Concept evaluation and assessment should also ensure that new concepts
continue to meet the intent of current policy. Conversely, accepting or applying
new approaches and capabilities articulated in a joint concept could have
significant policy implications. If not resolved through changes in policy, these
implications could negate or marginalize the desired improvements in
operational capability.
4. The Joint Concept Life Cycle. As depicted in Figure A-2, the joint concept
life cycle begins with an understanding of militarily-relevant trends and
evolving conditions in the future security as described in the JOE that present
the most pressing challenges for the joint force. Other key inputs, such as
historical analysis; feedback from the Joint Lessons Learned Program (JLLP);
and an understanding of existing strategic guidance, policy, doctrine and
capabilities, help joint concept developers examine these challenges. Joint
concepts are developed and transitioned using the procedures described in
Enclosures B and C respectively, and implemented in accordance with specific
policy and guidance governing relevant capability development processes.
Joint capability development recommendations are submitted for validation
and approval by appropriate capability development application authorities.
The JCD governance body periodically reviews and assesses the concept and
execution of its transition plan to ensure consistency with current strategic
guidance, relevance in light of documented changes in the future security
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environment, and utility in terms of impact on ongoing or proposed joint
capability development efforts across the joint force. As a result of this review,
a sponsor may recommend suspending, archiving, revising, or terminating the
concept effort. The life cycle of an individual concept culminates when JCD
governance bodies assess that a concept has met its intended purpose, is no
longer needed to guide joint capability development, or requires revision.
Figure A-2. Joint Concept Life Cycle
5. Joint Concepts Governance Structure. On behalf of the Chairman, the DJ-7

oversees the joint concept life cycle through two principal bodies: the Joint
Concept General Officer Steering Committee (JC GOSC) and the Joint Concept
Working Group (JCWG). As Figure A-3 shows, the roles of the JCD governance
structure include: 1) proposing joint concepts to develop; 2) overseeing the
process for developing, evaluating, and coordinating joint concepts; and, 3)
guiding the transition of approved concepts to materiel and non-materiel
application processes. The Director, Joint Staff (DJS) is the approval authority
for recommendations to develop, revise, or archive a joint concept. The DJS
will promulgate decisions to develop, revise, or archive a joint concept in a
Director, Joint Staff Memorandum (DJSM) in order to facilitate broad
collaboration and engagement across the joint force. The DJ-7 is the approval
authority for joint concept transition plans.
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Figure A-3. JCD Governance Roles
a. Joint Concept Working Group (JCWG). The JCWG meets quarterly to

review and evaluate concept prospectus papers, to develop recommendations to
the JC GOSC on prospectuses that merit development as joint concepts, and to
monitor development of joint concepts throughout the life cycle, including
concept writing, evaluation, coordination, and transition planning. The JCWG
is responsible for verifying that a joint concept is the best way to address the
military challenge described in the prospectus. Additionally, the JCWG
identifies opportunities to synchronize Joint, Service and multi-Service concept
development and assessment efforts to promote collaboration, cooperation and
mutual support where feasible. The JCWG voting members are O-6 or civilian
equivalent representatives from the concepts and capabilities agencies within
the Services, NGB, functional and geographic CCMDs, JS directorates as well
as the Defense Threat Reduction Agency (DTRA), Defense Logistics Agency
(DLA), and the Office of Under Secretary of Defense for Defense Acquisition,
Technology and Logistics (OUSD AT&L)).
(1) Joint Concept Review Committee. To facilitate the work of the

quarterly JCWG, the JCWG Chair organizes a Joint Concept Review Committee
(JCRC). The JCRC meets monthly, and consists of the Services, United States
Special Operations Command (USSOCOM), JS J-7, and sponsors of concept
prospectuses under consideration. The JCWG Chair may invite other
organizations to attend specific JCRC meetings as appropriate. The primary
purpose of the JCRC is to thoroughly review joint concept prospectuses and to
develop recommendations on issues impacting the JCD program, as identified
by the JCWG chair. The JCWG chair coordinates the agenda and chairs the
meeting. The JCRC assesses a concept prospectus for sufficiency of the
military challenge, the rationale for why a joint concept is needed to address it,
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and the scope of the proposed concept effort. Enclosure B provides specific
criteria to guide the development and review of concept prospectuses. The
JCRC may offer feedback to the sponsor prior to a final decision on the
prospectus. Only prospectuses receiving unanimous concurrence of the JCRC
will be forwarded to the broader JCWG for consideration and vote. Once a
prospectus is approved for development, the JCRC will review the draft concept
at approximately the mid-point of development to ensure consistency with the
approved prospectus and adherence to the standards of this instruction.
(2) The Chief, JS J-7 Joint Concepts Division, chairs the quarterly
JCWG, coordinates the agenda, and publishes the minutes. Any member of
the JCWG may propose an agenda topic. The JCWG chair will identify topics
that require a JCWG recommendation or decision, and provide relevant
materials to JCWG members for consideration in advance of the JCWG
meeting. Only the JCWG principal or designated representative may cast a
vote on behalf of the member organizations. A 2/3 majority vote by JCWG
members present, which must include the unanimous vote of the Services,
USSOCOM (in its title 10 role), and JS J-7, is required to create an official
position of the JCWG. If these conditions are not met, the issue will not move
forward to the JC GOSC with a recommended action. For issues meeting the
2/3 vote threshold, the JCWG Chair will present the JCWG recommendation to
the JC GOSC, highlighting all non-concur votes with supporting rationale. For
issues failing to meet the 2/3 vote threshold, the JCWG chair will brief the JC
GOSC chair regarding the circumstances of the failed vote. The JC GOSC chair
may elect, and other JC GOSC members may request, to elevate failed votes to
the JC GOSC level.
b. Joint Concept General Officer Steering Committee (JC GOSC). The

JC GOSC meets at least semi-annually to provide senior leader advice and
recommendations to the DJ-7 on JCD activities, including endorsing joint
concept prospectus papers for development as joint concepts. This body also
provides a mechanism for DJ-7 accountability to JCD stakeholders. The
Deputy Director, Future Joint Force Development, JS J-7 (DD FJFD) chairs the
JC GOSC and performs secretariat functions including provision of read-ahead
materials and publication of minutes.
(1) The JC GOSC provides guidance for execution of all aspects of

the joint concept life cycle, including: identifying emerging or future military
challenges that might require a new joint concept; providing an endorsement
recommendation to the DJ-7 on joint concept prospectuses to address those
challenges; proposing ways to leverage and achieve synergy among ongoing
Joint, Service, and multi-Service concept development efforts; approving joint
concept transition approaches and endorsing transition plans; suspending
work on a concept; and, endorsing recommendations to revise or archive joint
concepts.
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(2) The JC GOSC is comprised of a GO/FO or senior executive

service (SES) from each of the Services, NGB, JS directorates, CCMDs, and
Defense Agencies. Critical issues requiring a JC GOSC decision prior to the
next scheduled meeting may be handled through electronic means, at the
discretion of the JC GOSC chair. The DD FJFD will relay JC GOSC advice and
recommendations to the DJ-7 regarding specific concepts for development,
designation of sponsoring organization, and opportunities for integration and
mutual support. JC GOSC will deliberate and vote on prospectuses and other
issues as led by the JC GOSC chair.
6. Family of Joint Concepts. This instruction establishes three categories of

joint concepts: the CCJO, joint operating concepts (JOCs), and supporting
joint concepts. Joint concepts examine the missions defined in defense
strategic guidance in the context of the Chairman’s vision and the JOE.
Additionally, joint concepts directly inform development of realistic strategic
scenarios, ensuring that those scenarios provide an opportunity to
evaluate/stress concepts. Service concepts, USSOCOM concepts (within its
title 10 authority), multi-Service concepts, and concepts of operation (CONOPS)
are written within the joint community to address focused, limited scope
topics, and may expand or implement ideas contained in joint concepts. While
these concepts are not normally part of the formal family of joint concepts, they
should be aligned with joint concepts where practical, to ensure synchronized
and mutually supportive development and avoid duplication of effort. When
appropriate, these concepts may be considered by the JCD governance bodies
for inclusion as supporting concepts within the family of joint concepts. Figure
A-4 depicts the family of joint concepts structure. The DJ-7 and JCD
governance body will determine the specific alignment and continued relevance
of approved joint concepts within the joint concepts structure.
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Figure A-4. Family of Joint Concepts Structure
a. Capstone Concept for Joint Operations (CCJO). The CCJO describes

the Chairman’s vision for how the joint force will defend the nation against a
wide range of security challenges. The CCJO articulates joint force support of
defense strategic guidance for the protection of national interests. Triggers for
the development of a new or revised CCJO include changes in the future
security environment, new strategic guidance, and CJCS guidance and
direction. As the foundational concept document, the CCJO’s development is
similar to that of joint operating and supporting concepts. However, the
guidance, reviews, evaluation, and approval processes for the CCJO are
directed by the Chairman. The CCJO helps establish priorities to implement
the vision for the future joint force and provides a bridge between strategic
guidance and joint operating concepts in support of joint force development.
b. Joint Operating Concepts (JOCs). JOCs broadly describe how the

joint force may execute military operations within a specific mission area in
accordance with defense strategic guidance and the CCJO. Collectively, JOCs
describe joint capabilities required to operate across the range of military
operations and encourage further examination through war gaming, joint
training, and a variety of studies, experimentation, and analyses.
c. Supporting Joint Concepts. Supporting joint concepts add depth and

detail to one or more JOCs by describing how the future joint force may
conduct a subset of a JOC mission or apply joint functions across two or more
JOC mission areas. Supporting joint concepts allow for a more in-depth
exploration of joint capabilities. Supporting joint concepts may inform the
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conduct of CBAs and other analyses designed to identify capability gaps and
support the refinement, documentation, and validation of non-materiel and
materiel changes needed to achieve the required capabilities and operational
approach specified in the concept.
7. Status of Joint Concepts. Individual concepts proceed through the joint

concept lifecycle on their own development, transition, and application
timelines. The JCD governance bodies use the following categories to describe
the status of joint concepts as determined by the periodic review of joint
concepts over time. The JS J-7 will maintain all joint concepts in the Joint
Electronic Library Plus (JEL+) and update their status as required.
a. Active. A joint concept is active from the time a prospectus is

approved for development until the JCD governance body recommends that the
concept should be archived. The concept is formally tracked by the JCD
governance body from when it is initiated, through the transition phase, and
until the concept’s capability development recommendations are submitted to
the application processes for validation and approval (see Enclosure C). Once a
concept’s capability development recommendations are accepted by appropriate
application processes, the concept is considered mature. Although
a mature concept remains active, it will no longer be formally tracked by the
JCD governance body.
b. Suspended. The JC GOSC, on the recommendation of a concept

sponsor, may suspend work on a concept due to shifts in policy, a higher
priority placed on other conceptual work, or resource constraints. During this
time no active work or reporting on the concept is required. When the concept
sponsor reports that the issue is resolved, the JC GOSC may approve returning
the concept to active status. If the issue cannot be resolved, the concept
sponsor will recommend that the concept be archived.
c. Archived. A joint concept may be archived when the JCD governance

bodies determine that active concept development, transition, and application
activities are complete or terminated. An archived concept will no longer be
monitored by the JCD governance body and should not be used as the basis for
joint force or capability development submissions. Archived concepts may be
used as references for future concept development efforts.
8. Annual Review of Joint Concepts. Joint concepts, with the exception of the
CCJO, will enter an annual review cycle after concept approval to determine
their transition progress, continued relevance and utility. The CJCS will
establish timeframes and criteria for reviewing the CCJO. Since approved
concepts are required to have a transition plan, the objectives and milestones in
the approved plan will guide the initial cycles of review. Based on the results
of the review, the concept sponsor will make a recommendation to the JCWG
and JC GOSC on whether the current concept version should remain active, be
A-11 Enclosure A
CJCSI 3010.02E
17 August 2016
revised, be suspended, or be archived. Concept sponsors, in coordination with
the JS, will apply the following criteria to review approved joint concepts:
a. Consistency with strategic guidance released since the concept was

last approved (or revised).
b. Changes in the operating environment, as documented in approved
operating environment documents (e.g., the JOE).
c. Status of transition efforts, based on the assessment process

documented in the concept transition plan.
d. Ongoing or proposed capability development submissions that are not

specifically part of the concept but rely on the concept as justification.
e. Quantitative and qualitative data describing a concept’s contributions
to joint capability development through DOTMLPF-P change processes.
9. Revising Joint Concepts. When the annual review determines that a

concept remains relevant but requires updating, the sponsor may recommend
revising the concept. A sponsor will submit a prospectus through the JCWG
and JC GOSC to the DJS for approval. The prospectus will articulate the
specific rationale for revising the concept, including an examination of the
changes in the operational environment, strategic guidance, or advancements
in technology that warrant the revision. The development and transition of a
concept approved for revision will follow the processes documented in
Enclosures B and C of this instruction. However, modification of some steps in
the development process may be warranted depending on the nature of the
revision. Sponsors will submit recommended modifications of the development
process to the JCWG and JC GOSC for approval.
10. Archiving Joint Concepts. The DJS is the approval authority for archiving
joint concepts. An approved joint concept may be a candidate for archiving
under three distinct conditions: 1) when the periodic review determines that a
concept is outdated or superseded by a new DoD policy, guidance or joint
concept; 2) when the force development community, in coordination with the
concept sponsor, determines that the concept’s capability recommendations
have sufficiently transitioned to appropriate joint capability development
processes for action; or, 3) when further transition of the concept is deemed no
longer useful or feasible. In any of these situations, the concept sponsor may
submit a recommendation to archive the concept through the JCWG, JC
GOSC, and DJ-7 for approval by the DJS. If approved for archiving, the JS J-7
coordinates with appropriate DoD knowledge management authorities to place
the concept in a designated archive folder. The JS J-7 maintains supporting
research materials in an appropriate repository for future reference.
A-12 Enclosure A
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ENCLOSURE B
DEVELOPING JOINT CONCEPTS
1. Joint Concept Development (JCD) Process. The JCD process is a deliberate

approach for producing a joint concept. It consists of four major activities: 1)
prospectus development; 2) research and writing; 3) evaluation; and, 4)
coordination and approval (see Figure B-1). Upon concept approval, the
sponsor and the joint force development community plan and conduct
transition activities as described in Enclosure C. The concept sponsor is
responsible for all aspects of joint concept development and transition,
including planning, resourcing, coordination, and reporting, as described in
Enclosures B and C. While the CCJO’s development is similar to that of joint
operating and supporting concepts, the guidance, reviews, evaluation, and
approval processes for the CCJO are directed by the Chairman. The JCD
process is depicted in Figure B-1.
Concept Development Process

Prospectus Research and Writing Evaluation Coordination
Development and Approval
• Sponsor develops • Form core writing • JCRC • Initial JSAP
prospectus with team and conducts review
assistance of JS development team mid-point • Final JSAP
J-7 • Research military review review
• JCRC reviews challenge and • Sponsor • Comment
and forwards potential solutions conducts in- resolution
prospectuses to • Core writing team stride conference if
JCWG develops initial evaluation to needed
• JCWG makes outline and assess • Operations
recommendation increasingly mature viability of Deputies
to JC GOSC drafts emerging review
• JC GOSC makes • Development team concept ideas • Joint Chiefs
recommendation reviews mature drafts review
to DJ-7 at key junctures • CJCS review
• DJ-7 makes • Independent Red and signature
recommendation Team Review
to DJS • Capability
• DJS directs joint development
concept initiation workshop
• Initial approach for
concept transition
Figure B-1. Joint Concept Development Process
2. Joint Concept Prospectus. New joint concepts are proposed through the
submission of a concept prospectus. The purpose of the prospectus is to
describe a compelling military challenge for which existing solutions are
inadequate or nonexistent, and might be solved by a change in the way the
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17 August 2016
joint force operates, and to demonstrate the need for a joint concept over other
types of development actions. Because the development of a joint concept
typically requires a significant commitment of resources across the community,
concept prospectuses are thoroughly reviewed and debated before being
recommended to the DJS for development as a joint concept. The following
procedures apply to prospectus development, review, and approval for both
new concepts and revision of existing concepts.
a. Prospectus Development. Any DoD organization may submit a joint

concept prospectus for consideration. A prospectus is required for proposing a
new joint concept or revising an existing joint concept. Sponsoring
organizations should obtain senior leader endorsement of the prospectus prior
to submission to the JCWG and JC GOSC for review. Every prospectus
should:
(1) Align with current strategic guidance and address changes in
the future security environment.
(2) Describe how the concept supports the CCJO core mission and
central idea.
(3) Identify a compelling military challenge. The military challenge

should express the operational task to be accomplished by the future joint
force and the factors that make its accomplishment difficult.
(4) Explain how current approaches and capabilities are

inadequate to address the challenge, with emphasis on specific deficiencies in
joint doctrine and other capabilities.
(5) Summarize initial research to justify the need for a new joint
concept
. (6) Identify the proposed concept’s relationships to other approved
or developing concepts.
(7) Demonstrate why a joint concept is the best approach to

address the stated challenge.
b. Prospectus Review. Concept prospectuses undergo a thorough review

process before being recommended to the DJS for concept initiation:
(1) The prospectus author submits the prospectus to the JCWG

chair for review by the JCRC. The JCRC assesses the prospectus for
sufficiency using the criteria in paragraph 2.a., above. The JCRC should verify
that the proposed concept supports the CCJO, differs from current joint
doctrine and other existing or developing joint concepts, and that a joint
concept is the best approach for addressing the military challenge. A
unanimous vote of the JCRC, consisting of the JS J-7, Services and
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17 August 2016
USSOCOM, is required in order to forward a prospectus to the JCWG for
consideration.
(2) The JCWG reviews and prioritizes prospectuses on the basis

of necessity, supportability, and CJCS guidance. A two-thirds majority vote by
JCWG members present, which must include the unanimous vote of the
Services, USSOCOM, and JS J-7, is required to forward a prospectus to the JC
GOSC for an endorsement decision. The organization submitting a prospectus
assumes the role of concept sponsor or coordinates with the JCWG to identify
and nominate a concept sponsor.
(3) The JCWG chairman presents the JCWG recommendation to

the JC GOSC for endorsement. Based on the JC GOSC endorsement decision,
the DD FJFD drafts the appropriate staffing action through the DJ-7 to the
DJS for approval decision and issuance of a DJSM.
(4) Once the DJS issues a DJSM, the concept sponsor, with the
advice and support of the JS J-7, is responsible for organizing and resourcing
all aspects of concept writing, in-stride evaluation, staffing, processing for
CJCS approval, and transition planning. During development of the concept,
the sponsor must brief, and the JCWG must approve, any major changes to
the concept’s purpose, scope, or military challenge as described in the original
prospectus.
3. Concept Development Team Composition. The concept sponsor will

organize a core writing team and a development team to produce the concept.
Exact team composition will be tailored to each concept, in terms of
organizational representation and subject matter expertise. During the
prospectus development and review process, all JCWG members have the
opportunity to support the concept development effort through active
representation, facilitating participation of subject matter experts, or
identifying planning, war games, experiments, or other activities that sponsors
might leverage.
a. Core Writing Team. The core writing team is the nucleus of the
writing effort and develops the initial ideas in the concept prospectus into the
joint concept. The core writing team normally consists of the sponsoring
organization’s lead action officer and designated writer, Service representatives,
CCMD representatives as appropriate, relevant subject matter experts, and a
process advisor from the JS J-7 Joint Concepts Division. To remain an
effective vehicle for idea development, the core writing team should be kept as
small as possible. The core writing team must develop a battle rhythm
enabling frequent exchange of ideas and research while developing the written
concept. This battle rhythm is best sustained through a minimum of monthly
physical or virtual meetings focused on producing specific deliverables.
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b. Development Team. The development team provides the means to
obtain a broader set of perspectives from a wider audience on the emerging
conceptual ideas at key junctures in the concept development process. The
development team typically meets once before the Red Team review and again
before the initial joint staff action package (JSAP) review. The development
team consists of additional subject matter experts, concept developers,
operators, and planners from the Services, CCMDs, other DoD stakeholders,
and inter-organizational partners, to ensure broad feedback on the draft
concept.
4. Concept Research and Writing.
a. Research. Concept writing begins with research to refine the military

challenge and discover a wide range of innovative ideas that might contribute
its solution. Concept writers analyze the JOE to identify future trends,
implications, and challenges, and to apply the principles of the CCJO to derive
the operational framework within which the concept must fit. Strategic
guidance, joint and Service doctrine, studies, lessons learned, training and
exercise reports, and scholarly journals provide additional information to
expand the writing team’s understanding and perspectives. It is important to
look beyond the joint force to other relevant government agencies, non-
governmental organizations, academia, industry and multinational partners, to
broaden perspectives on the challenge and potential solutions.
b. Writing. Writing a concept is an iterative rather than linear process.

Concept writers must constantly assess the impact that changes in one section
might have on other sections of the document. The goal of concept writing is to
communicate clearly a compelling military challenge, a proposed way of
operating to overcome the challenge, and the capabilities that will support the
proposed operational approach. Joint concepts are formatted in accordance
with JS Manual 5701 (reference p) and JS Manual 5711 (reference q). As
depicted in Figure B-2, draft concept version numbers correspond to major
development milestones which enable stakeholders to monitor progress of the
development effort. For a concept approved for revision, the version numbering
will restart at the approved version number, i.e., X.1.
Concept Version Numbering Scheme

Nominates topic for joint concept development. Focus is on
Prospectus describing the compelling military challenge and how the authors
intend to address it.
v0.1 Initial idea-level outline.
v0.3 Informally coordinated first draft. Submitted for Red Team review.
Incorporates Red Team feedback and integrates concept required
v0.4 capabilities. Final azimuth check by JCRC. Version of record for
the in-stride evaluation.
B-4 Enclosure B
CJCSI 3010.02E
17 August 2016
Incorporates in-stride evaluation results. Submitted for initial JSAP
v0.5
review.
Incorporates initial JSAP review results. Submitted for final JSAP
v0.7
review.
Incorporates final JSAP review results. Submitted for Operations
v0.9
Deputies (OPSDEPS) and JCS endorsement.
v1.0 Submitted for CJCS approval and signature.
Figure B-2. Joint Concept Version Numbering
5. Outline for a Joint Concept. The following outline is typical for joint
concepts. Concept sponsors may include additional sections in the base
concept or as appendices.
a. Executive Summary. Concepts should include an executive summary

succinctly describing the main features of the concept so that readers can
quickly understand the concept’s main points and overall structure. The
executive summary should be developed only after the ideas have sufficiently
matured and included in the draft concept after completion of version X.7
staffing.
b. Introduction. This section introduces the concept’s topic area,

purpose, and challenges. It states concisely how the concept enables and
supports the operational approach identified in the CCJO or other joint
concepts.
c. Future Security Environment. This section identifies aspects of the

future operating environment directly relevant to the concept. It provides the
justification for the identified gap, challenge, or opportunity. The writing team
will consider the future environment as described in the NMS, CCJO, JOE and
other assessments of the future security environment. Pertinent JSPS
documents include the comprehensive joint assessment (CJA), an annual
survey through which CCMDs, Services, and the NGB describe the strategic
environment, opportunities, challenges, state of the organization, and
requirements; the biennial joint strategy review (JSR); and annual Chairman’s
risk assessment (CRA), which synthesize CJA assessments and JS functional
estimates. This section should focus on articulating implications of the
anticipated future operating environment specific to the concept rather than a
comprehensive description of the environment.
d. The Military Challenge. The military challenge should succinctly

express the operational task to be accomplished. Joint concepts synthesize
key aspects of the future security environment into a compelling military
challenge which existing solutions cannot address, or on an unrealized
opportunity to increase the effectiveness of joint operations.
B-5 Enclosure B
CJCSI 3010.02E
17 August 2016
e. The Central and Supporting Ideas. The central idea is the centerpiece
of the joint concept, providing a framework for how the joint force will address
the military challenge. Supporting ideas explain and expand on the central
idea in greater detail. This set of ideas introduces new ways of operating and
accentuates differences from extant practices.
f. Concept Required Capabilities (CRC). This section of the concept

describes capabilities the joint force must possess in order to execute the
concept. The ability to operate as described in the concept generates force
development implications. Concept writers express these implications as
CRCs. Considerations for developing CRCs are described in Figure B-3.
Concept Required Capability (CRC)

A CRC directly maps to one or more of the concept’s ideas, should address a
single capability, and should not be duplicated within the same concept.
A CRC should be measurable in its ability to solve the military problem and
must be sufficiently detailed to facilitate transition to capability development
processes.
A CRC may propose a new capability or describe how an existing capability
may be modified or applied differently to improve the joint force’s ability to
operate as described in the concept.
A CRC may be written using doctrinal terms or it may propose new terms.
CRCs should be expressed consistently and with sufficient detail to enable
leverage across different concepts.
CRCs should be prioritized within the concept to enable transition planners
and other users to clearly understand the CRCs that are most critical to the
concept.
CRCs may use supporting actions to provide additional detail to identify
potential Office of Primary Responsibility (OPR), timeline, and the specific
action(s) required to generate the overall required capability.
Figure B-3. Considerations for Developing CRCs
(1) CRCs vary in specificity based on the concept’s timeframe and

focus. The format for a CRC is: “the Joint Force requires the ability to…”
(2) A CRC directly maps to one or more of the concept’s ideas for
addressing the military challenge within the future security environment. The
concept sponsor, supported by the JS J-7, will convene a capability
development workshop prior to the concept’s in-stride evaluation to develop
CRCs. This workshop enables concept writers, subject matter experts, JS J-8,
and functional capabilities boards (FCBs) to identify and develop unclassified
and classified CRCs collaboratively.
g. Risks. This section identifies risks associated with executing the

concept as described. The concept sponsor and core writing team will identify
and categorize potential challenges or risks associated with executing the
B-6 Enclosure B
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17 August 2016
approach identified in the concept. Risk should be identified and categorized
in accordance with the Chairman’s joint risk assessment system within the
JSPS (reference c).
h. Joint concepts also include a glossary and bibliography. Once the

concept is staffed and approved, a foreword from the CJCS is added.
6. Independent Red Team Review. Red Team reviews are independent

assessments by subject matter experts who apply their knowledge and
experience to challenge the intellectual rigor, logic, and assumptions of the
initial draft concept. The JS J-7 coordinates, resources, and hosts Red Team
reviews for all joint concepts. The review occurs after development and
informal coordination of version X.3. The Red Team will evaluate the overall
concept, but typically focuses on the military challenge, proposed solutions,
and any specific items the concept sponsor identifies.
7. Concept In-stride Evaluation. In-stride evaluation provides a review of the

concept’s central and supporting ideas, required capabilities, implications, and
risks, and provides the concept sponsor feedback on the draft concept’s
viability. The in-stride evaluation occurs after completion of version X.4 and
before the initial JSAP staffing of version X.5. The concept sponsor, with the
advice and assistance of the JS J-7 Futures Evaluation Division (FED), is
responsible for the design, resourcing, and execution of the in-stride
evaluation.
a. Concept in-stride evaluations may be accomplished using a number

of methodologies and techniques. Seminar war games or table-top exercises
are useful formats, since they permit incorporation of both qualitative and
quantitative design elements essential to evaluating a conceptual idea.
Concept sponsors may leverage other related assessment activities, such as
joint training exercises, Service war games, and/or operational studies to
support the in-stride concept evaluation. Concept sponsors must design the
in-stride evaluation with the rigor necessary to support findings and
recommendations that will strengthen the draft concept or determine
insufficiency to address the military challenge.
b. Planning for the in-stride evaluation should begin early in the concept
development process. No later than one month prior to the in-stride
evaluation, the concept sponsor will present the evaluation plan to the JCWG
chair and FED lead for initial review per the criteria in Figure B-4 and update
the JCWG at the next scheduled meeting.
B-7 Enclosure B
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17 August 2016
Joint Concept Evaluation Planning Criteria
Analytical Framework: The analytical framework aligns to evaluation criteria
and is displayed with a series of key and supporting questions to evaluate the
viability of the concept.
Data Collection and Analysis Plan (DCAP): The DCAP specifies how
observations will be generated, collected, and synthesized during and after
the in-stride evaluation.
Design: The overall design (seminar, table top exercise, wargame) of the in-
stride evaluation is adequate to assess concept viability.
Scenarios: Vignettes and adversaries adequately and accurately represent
the concept’s military challenge within the future security environment.
Concept of Operations (CONOPS): The central and supporting ideas of the
concept are reflected in an abbreviated CONOPS to enable player cells to
operate as the concept intends. CONOPS may be developed in advance or
during the initial activities of the in-stride.
Participants: Participants from stakeholder organizations and multinational
partners have experience and subject-matter-expertise to support a thorough
evaluation of the concept.
Facility: A suitable venue for size, classification, and automation
requirements.
Preparation: Adequate measures to prepare participants in the in-stride
evaluation.
Figure B-4. Joint Concept Evaluation Planning Criteria
8. Transition Approach. Concept sponsors initiate transition approach

planning during concept development, as the concept’s central idea and
required capabilities begin to mature. Sponsors should consider the methods
that may be employed to evaluate the concept’s ideas and capabilities in order
to verify their readiness for transition once the concept is approved. Sponsors
should also begin to engage with key joint capability development process
owners and other stakeholders who will be expected to act on specific
recommendations developed through various evaluation and assessment
methods. Concept sponsors will present the transition approach to the JCWG
for approval following submission of version x.9 for Operations Deputies
(OPSDEPS) endorsement.
9. Coordination and Approval. The CCJO is submitted to the CJCS for

approval. All other joint concepts are submitted to the VCJCS for approval
following a thorough staffing process. Concept sponsors are responsible for
preparing draft versions of the concept for informal and formal coordination.
Informal coordination among the writing team and stakeholders occurs
throughout the writing process. Formal staffing of joint concepts is conducted
IAW CJCSI 5711.01 (reference j) to ensure transparency across the joint force
and gain the broadest feedback on the end product. Concept version 0.5 will
undergo an initial review through JSAP to obtain stakeholder input. Once
updated to reflect adjudicated changes from the initial staffing, concept version
0.7 will be submitted though JSAP for final review. Following comment
B-8 Enclosure B
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17 August 2016
adjudication, the sponsor will present the final draft concept to the OPSDEPS
for endorsement and resolve remaining issues. Once endorsed by the
OPSDEPS, the sponsor, with support of the JS J-7, will obtain public affairs
and legal reviews, followed by formal review and endorsement by the Joint
Chiefs of Staff, prior to final review and approval by the Chairman or Vice
Chairman. The DJ-7, in coordination with concept sponsors, will develop and
submit appropriate staffing packages to process the final concept document to
the Chairman or Vice Chairman for review and approval.
B-9 Enclosure B
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B-10 Enclosure B
CJCSI 3010.02E
17 August 2016
ENCLOSURE C
IMPLEMENTING JOINT CONCEPTS
1. Introduction. This enclosure provides general procedures for exploring,

evaluating, refining, and maturing the ideas and capabilities in approved joint
concepts; developing specific force development recommendations; and
submitting those recommendations to various application process owners for
acceptance, validation and approval.
2. Joint Concept Implementation Framework. The implementation framework

for joint concepts consists of a transition phase and an application phase. In
the transition phase, conceptual solutions are matured and refined into joint
capability recommendations, which are then submitted for approval to the
appropriate authority. In the application phase, the approved
recommendations are implemented through capability development processes
governing a range of continuing actions to realize the desired changes to the
joint force. Application processes involve numerous organizations including
the Office of the Secretary of Defense (OSD), CCMDs, JS directorates, Services
and agencies. The implementation framework and its relationship to JCD are
depicted in Figure C-1.
Figure C-1. Joint Concept Implementation Framework
3. Transition Phase. The transition phase describes the process of maturing

and refining concept solutions through activities such as wargames,
experiments, exercises, demonstrations, and CBAs to construct joint capability
C-1 Enclosure C
CJCSI 3010.02E
17 August 2016
development recommendations. The concept sponsor is responsible for
executing the transition phase, which has three primary elements: 1) the
transition approach, which describes the end state with specific conditions to
be achieved and outlines actions to achieve the conditions; 2) the transition
plan, which specifies the actions required to construct joint capability
development recommendations and submit those recommendations to
appropriate application processes; and 3) transition plan execution, reporting,
and assessment.
a. Transition Approach Development. Concept sponsors begin

developing the transition approach during the early stages of concept
development as the concept’s central and supporting ideas and CRCs begin to
mature. The transition approach considers relevant factors including the
concept purpose and central idea, the nature and type of capabilities outlined
in the joint concept, resource availability, and the authority of the concept
sponsor. The transition approach describes facts, assumptions, or risks that
may impact transition execution, as well as any limitations (restraints and
constraints) that must be considered during transition plan development.
Concept sponsors will present the transition approach to the JCWG for
approval following submission of the draft concept version x.9 to the OPSDEPS
for review and endorsement. The transition approach should:
(1) Describe the concept’s desired end state and the key ideas or
proposed solutions that are immediately viable for transition or require further
exploration.
(2) Identify joint capability development recommendations that are

ready for immediate approval and transfer to the appropriate capability
development process authority, as well as any DOTMLPF-P elements that will
be examined through CBAs or other analytical methods.
(3) Describe elements of the concept that may require additional

evaluation or refinement, and a proposed methodology to accomplish it.
(4) Describe the transition timeline including currently planned

activities.
(5) Identify any known factors that may impact transition

execution.
b. Transition Plan Development. The transition plan identifies the

specific activities, objectives, and milestones that will achieve the sponsor’s
desired end state. The transition plan includes the types and scope of
assessment activities, tasks, and coordination and synchronization measures.
The transition plan is a single document used to guide execution, assessment,
and reporting. It specifies the roles and responsibilities of the sponsor and
C-2 Enclosure C
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17 August 2016
other supporting organizations. A transition plan outline is provided for
reference in Appendix A to this enclosure. Considerations for transition plan
development include:
(1) Identify a realistic and achievable end state to guide the

development, execution, and assessment of the transition plan.
(2) Determine the best mix of exploratory methods needed to build

the level of understanding or maturity of CRCs and supporting actions. These
methods include analyses, detailed study, wargaming, experimentation and
exercises.
(3) Establish a method and develop criteria for identifying and

evaluating relevant joint capability development actions already underway
(e.g., joint doctrine development, joint training plans, JPME curricula, DCRs)
and identify gaps where new actions may be needed to support the concept’s
transition plan.
(4) If the sponsor determines that all transition recommendations

will be captured in a DCR, the DCR implementation plan (required per
reference e) may be developed in lieu of a concept transition plan. However, if
additional transition actions beyond a DCR are anticipated, the DCR
implementation plan will be a subset of the overall transition plan.
(5) Sponsors should tailor the structure, detail and focus of their
recommendations to align with the submission guidelines, approval, validation,
and governance mechanisms for appropriate application process being
considered. For example, the Joint Requirements Oversight Council (JROC) is
the highest level of requirements validation authority for materiel capability
development. Independent validation authority for materiel capability
requirements is delegated to the Services and USSOCOM for Service-unique
and special operations-particular requirements, respectively (reference i).
c. Transition Plan Coordination and Approval. Transition plans will be

coordinated with the JCWG and JC GOSC prior to submission to the DJ-7 for
approval, typically within six months of JCWG approval of the transition
approach. Concept sponsors will submit a draft plan to the JS J-7 for
informal staffing to the JCWG via email. JCWG members will provide
comments and supporting rationale to the sponsor using a comment resolution
matrix. The sponsor submits the revised transition plan to the JS J-7 for
formal staffing via JSAP to obtain JC GOSC endorsement and/or Service
Planner concurrence, as required. The JS J-7 submits the final transition plan
to the DJ-7 for approval.
d. Transition Execution, Assessment and Reporting.
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(1) Execution. Transition execution begins after transition plan
approval and continues until each change recommendation is approved or
disapproved by the appropriate capability development process authority.
Transition execution timelines may vary substantially from one concept to
another. Transition execution should be adjusted as required to achieve the
desired endstate. Major adjustments to transition plan execution will be
briefed during the annual updates to the JC GOSC.
(2) Assessment and Reporting. During transition execution, the

concept sponsor is responsible to lead a transition team for the development of
a comprehensive list of recommended force development changes needed to
operationalize the concept. Once all change recommendations are identified
and OPRs assigned, the concept sponsor will report transition completion to
the DJ-7 via the JC GOSC. At that point, the OPRs, as designated in the
transition plan, will ensure all force development recommendations are
provided to the appropriate process owners for approval and implementation.
The concept sponsor will assist the application process owners and other
stakeholders as required, but will no longer formally track capability
development activities. Joint concept sponsors will brief the JCWG and JC
GOSC annually on the status of transition plan execution.
4. Application Phase. The application phase begins as capability development

recommendations are validated and approved for entry to appropriate
application processes. The application phase transforms approved
recommendations into new operating methods and other joint capabilities.
Application processes involve numerous DoD organizations including OSD,
CCMDs, the Services, JS directorates, and Defense Agencies. Each application
process has its own authoritative governance process, prioritization
methodology, and pace of progress. Acceptance of a capability development
recommendation within an application process should not be considered a
guarantee that the desired end state will be achieved. Additionally, some
application processes may require longer engagement by concept sponsors in
the change process than others. For example, the joint doctrine development
process requires concept sponsors to advise and assist the proponents of
relevant joint publications in applying the recommended changes. Selected
capability development application processes, process owners, and current
references are listed in Figure C-2.
Functional
DOTMLPF-P Area Associated Guidance/ Processes
Process Owner
Joint Doctrine JS J-7 References g and h
Joint Organizations JS J-8 (with J-1 CJCSI 4320.01F, 21 August 2014
& J-5 support)
Joint Training JS J-7 Reference f
C-4 Enclosure C
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Joint Materiel JS J-8 References e, i, and l
Joint Leadership & JS J-7 Reference b
Education
Joint Personnel JS J-1 CJCSI 1001.01B, 7 October 2014
Joint Facilities JS J-4 DoDD 4165.06, 13 October 2004
(certified current as of 18 Nov 08)
Joint Policy JS J-5 DoDI 5111.16, 27 October 2005
Figure C-2. Selected Joint Capability Application Processes
C-5 Enclosure C
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C-6 Enclosure C
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APPENDIX A TO ENCLOSURE C
JOINT CONCEPT TRANSITION PLAN OUTLINE
Executive Summary. Provide a high-level summary of the transition plan

suitable for senior leaders.
1. Situation.
a. General. This section functions as an overview of the transition

approach. Provide a general introduction that includes the purpose and scope
of the transition plan. Summarize analyses performed during concept
development and transition planning, explain the concept’s problem - solution
logic (problem definition), and identify the portions of the concept that are
targeted for transition.
b. Risks. Identify risks associated with the transition approach and the
impact on implementing the concept.
c. Assumptions. Identify and describe the assumptions (if any) required

to execute the transition plan.
2. Mission. A concise statement of the purpose, method, and desired end

state for achieving the capabilities required to execute the concept.
3. Execution.
a. Concept of operations. Provide a detailed description of how the

transition approach will mature and refine the solutions presented within the
joint concept into capability development recommendations that will be
submitted to application processes. Identify portions of the concept that are
targeted for transition (central idea, solutions, CRCs, etc.) and explain how
each portion may be transitioned. Include the description of the DoD process,
role of the sponsor and other organizations that will assist in transition, and
specify the time frame required to develop capability recommendations.
b. Tasks. Based on the approved transition approach, identify critical

actions necessary to achieve the capabilities, identify OPRs, and detail how
each will be achieved. Describe specific steps required for each individual
action. Include who initiates the action, what steps are required to complete
the transition process, when the initial step will be initiated, the expected
duration until transition of that action is complete, and how progress will be
assessed.
Appendix A
C-A-1 Enclosure C
CJCSI 3010.02E
17 August 2016
c. Synchronization and Coordinating Instructions. Describe the order in
which tasks will be achieved to ensure synchronization and alignment with
application processes.
• Summarize analysis used for selecting each action and explain the
rationale for selecting each action’s process.
• Identify linkages between existing transition plans and transition

actions required for this concept.
• Display a transition timeline with milestones for completion of each

action
4. Assessment. Describe the method and criteria that will be used to assess
the transition plan’s progress.
5. Reporting. Describe or illustrate how the sponsor and other stakeholders

will report the status of transition efforts to the JCWG, JC GOSC, and the
broader community of interest.
6. Roles, Responsibilities, and Oversight. Describe the specific roles and

responsibilities for organizations participating in transition. Delineate any
governance structures that may be used in support of transition as required.
Annexes (as needed)

A. References
B. Glossary
C. DOTLMPF-P matrix
D. Crosswalk of linkages to other transition plans
E. Transition timeline / Plan of Actions and Milestones (POA&M)
F. Crosswalk of linkages to wargames, experiments, and other venues
Appendix A
C-A-2 Enclosure C
CJCSI 3010.02E
17 August 2016
ENCLOSURE D
RESPONSIBILITIES
1. Overview. This enclosure outlines the responsibilities of the offices,

organizations, and individuals participating in JCD.
2. Office of the Secretary of Defense (OSD). Provides JCD direction in defense

strategic guidance.
3. Chairman of the Joint Chiefs of Staff (CJCS).
a. Provides JCD direction through the NMS, CCJO and other

strategic documents.
b. Develops, approves and publishes revisions to the CCJO.
4. Vice Chairman of the Joint Chiefs of Staff (VCJCS). Approves and signs all
joint concepts, other than the CCJO.
5. The Joint Chiefs of Staff (JCS). Reviews and endorses all joint concepts
prior to submission to the Chairman or Vice Chairman for approval.
6. Director, Joint Staff (DJS).
a. Approves prospectuses for the development of new, or the revision of

existing, joint concepts based on recommendations of the DJ-7.
b. Chairs meetings of the OPSDEPS to review and endorse draft joint

concepts prior to submission to the JCS for review, and the Chairman or Vice
Chairman for approval.
c. Approves recommendations to archive joint concepts.
7. Director, Joint Force Development, Joint Staff (DJ-7).
a. Responsible to the Chairman for the Joint Concepts Program.
b. Organizes, coordinates and chairs the joint concept governance bodies

(JCWG, JCRC, and JC GOSC).
c. Supports concept sponsors in developing, evaluating, and

transitioning joint concepts.
d. Approves joint concept transition plans.
D-1 Enclosure D
CJCSI 3010.02E
17 August 2016
e. Identifies and prioritizes military challenges meriting concept

development.
f. Coordinates JFD activities with DJ-8 to minimize duplication of effort

and ensure mutual support.
g. Endorses joint concept prospectuses for DJS approval and issuance of

a DJSM.
h. Ensures proposed concepts align with and support strategic guidance,

DoD policy objectives, and strategic scenarios and assessments.
i. Coordinates and resources independent Red Team reviews for all draft
joint concepts.
j. Maintains standards and best practices, and advises and assists

concept sponsors in writing, evaluating, and implementing all joint
concepts.
k. Represents JCD efforts in multinational and interagency forums.
l. Submits joint concepts for preliminary and final staffing and final
approval using JSAP. Assists sponsors in processing “paper”
OPSDEPS and JCS reviews of final draft concepts. Assists concept
sponsors in scheduling OPSDEPS and JCS Tank reviews, if required.
m. Prepares staffing actions for JCS and CJCS review and approval of
final draft concepts.
n. Maintains all joint concepts in the JEL+.
o. In coordination with sponsoring organizations, periodically assesses

the body of approved joint concepts to ensure continued alignment
with the CCJO and defense strategic guidance.
p. Submits recommendations to the DJS to archive joint concepts.

Develops and maintains a joint concept repository for archived
concepts and supporting documentation.
8. Director, Force Structure, Resources, and Assessment, Joint Staff (DJ-8).
a. Participates as a member of the JCWG and JC GOSC.
b. Directs the appropriate FCBs to support concept sponsors in

assessing joint concept prospectuses, identifying and refining concept required
D-2 Enclosure D
CJCSI 3010.02E
17 August 2016
capabilities, and monitoring the execution and assessment of joint concept
transition activities.
c. Advises concept sponsors on the conduct of CBAs and subsequent

development of JCIDS requirements documents.
d. Assists in the development of appropriate DCRs or ICDs as a result of

CBAs.
9. Functional Capabilities Board (FCB).
a. Closely coordinates JCIDS activities with JFD in order to minimize

duplication of effort.
b. Identifies critical joint force capability requirements and ongoing force

development activities that could inform or support proposed joint concepts.
c. Assists in review and assessment of joint concepts and concept

proposals in respective JCA portfolios.
d. Provides capability portfolio reviews and participates in CRC

workshops to help shape the CRCs into statements of capability needs that
facilitate concept transition plan development.
e. Supports joint concept sponsor in the development of transition

approaches, plans and assessments.
10. Other Joint Staff Directorates.
a. Participate as members of the JCWG and JC GOSC.
b. Propose or sponsor joint concepts within their joint functional areas of

responsibility.
c. Monitor execution of approved joint concept transition plans and

assess status of achievement of transition objectives.
d. Notify DD FJFD staff of DoD, Joint or Service policy, guidance, or

related concepts that might impact joint concepts approved for development.
11. Joint Concept General Officer Steering Committee (JC GOSC).
a. Meets at least semi-annually to provide guidance and oversight of the

JCD program.
D-3 Enclosure D
CJCSI 3010.02E
17 August 2016
b. Reviews and provides endorsement decisions on prospectuses
submitted as candidates for joint concept development.
c. Monitors status of joint concepts in development and transition.
d. Advocates within their respective organizations for support of joint

concept development activities.
e. Endorses transition plans for approved joint concepts, and provides

an approval recommendation to the DJ-7.
12. Joint Concept Working Group (JCWG).
a. Meets at least quarterly to review concept prospectuses and related

issues, and to develop recommendations for consideration by the JC
GOSC.
b. Executes JC GOSC decisions and responds to JC GOSC tasks.
c. Organizes a JCRC to consider issues affecting the overall JCD

program.
d. Works closely with Service (or organizational equivalents) joint action

coordination offices to facilitate timely staffing of JCD actions at the
action officer, planner, and GO/FO levels.
e. Approves joint concept transition approaches and reviews transition

plans to facilitate a JC GOSC endorsement decision.
f. Monitors transition plan execution through periodic reviews.
13. Joint Concept Review Committee (JCRC).
a. Meets monthly to consider issues affecting the JCD program, as

determined by the JCWG chair.
b. Consists of the Services, USSOCOM (in its title 10 role), and JS J-7.
c. Decides whether new concept prospectuses should go to the full

JCWG for endorsement recommendation to the JC GOSC.
d. Reviews concepts at the mid-point of development to ensure they are

progressing in accordance with (IAW) the approved prospectus and the
standards of this instruction.
D-4 Enclosure D
CJCSI 3010.02E
17 August 2016
e. Provides feedback and recommendations to the full JCWG.
14. Joint Concept Sponsor.
a. Responsible for leading all aspects of joint concept development and

transition, including planning, resourcing, coordination, and reporting, as
described in Enclosures B and C, and further delineated below.
b. Identifies and proposes military challenges that should be addressed

through joint concept development.
c. Submits prospectus papers to the JCWG describing the problem and

scope to be addressed in the proposed concept.
d. Develops joint concepts IAW procedures described in Enclosure B.
e. Coordinates timeline for concept development through the JCWG.
f. In coordination with JS J-7, conducts an independent Red Team

review and in-stride evaluation prior to formal staffing of a draft joint concept.
g. Updates the status of joint concepts in development during meetings

of the JCWG and JC GOSC.
h. Submits joint concepts to JS J-7 for preliminary and final staffing

within JSAP.
i. In coordination with JS J-7, schedules reviews of final draft concepts

with the OPSDEPS and JCS prior to submission to the Vice Chairman for
approval.
j. Develops an initial transition approach during concept development

and, upon concept approval, assumes primary responsibility as transition
sponsor.
k. Briefs the transition approach to the JCWG for approval following

submission of version x.9 of the concept for OPSDEPS endorsement.
l. Submits the final transition plan to DJ-7 for review and approval.
m. Organizes and conducts post-approval wargames, CBAs, and other

assessments to support joint concept transition execution and the development
of DOTMLPF-P changes for consideration by applicable joint force development
processes.
D-5 Enclosure D
CJCSI 3010.02E
17 August 2016
n. Provides an annual review of approved concepts to JCD governance
bodies.
o. Following concept approval, provides lessons learned to JS J-7 to

improve best practices for JCD.
15. Services, Combatant Commands, NGB, and Defense Agencies.
a. Provide subject matter expertise to support concept development.

Combatant Commands will participate in meetings of core writing teams and
other joint concept development activities, as resources allow.
b. Participate in meeting of the JCWG, JCRC (as required), and

JC GOSC.
c. Inform the JCWG of critical military challenges and ongoing force

development activities that could inform or support proposed joint concepts.
d. Assess proposed concept ideas and required capabilities to determine

potential impact on plans, operations, and joint functions.
e. Propose war games, exercises, and other appropriate venues in which

a joint concept might be evaluated or tested.
f. Within resources, support the transition of approved joint concepts.
D-6 Enclosure D
CJCSI 3010.02E
17 August 2016
ENCLOSURE E
REFERENCES
a. Title 10, United States Code, sections 153 and 181
b. CJCSI 1800.01 Series, “Officer Professional Military Education Policy”
c. CJCSI 3100.01 Series, “Joint Strategic Planning System”
d. CJCSI 3150.25 Series, “Joint Lessons Learned Program”
e. CJCSI 3170.01 Series, “Joint Capabilities Integration and Development

System”
f. CJCSI 3500.01 Series, “Joint Training Policy and Guidance for the
Armed Forces of the United States”
g. CJCSI 5120.02 Series, “Joint Doctrine Development System”
h. CJCSM 5120.01 Series, “Joint Doctrine Development Process”
i. CJCSI 5123.01 Series, “Charter of the Joint Requirements Oversight

Committee”
j. CJCSI 5711.01 Series, “Policy on Action Processing”
k. Chairman of the Joint Chiefs of Staff, Capstone Concept for Joint

Operations: Joint Force 2030 (draft in development; please contact OPR for
access to this reference.)
l. DoDD 5000 Series, “Defense Acquisition System”
m. Joint Operating Environment 2035: The Joint Force in a Contested and

Disordered World (draft in development; please contact OPR for access to this
reference.)
n. Joint Publication 1, Doctrine for the Armed Forces of the United States,
25 March 2013
o. JP 5-0, Joint Operation Planning, 11 August 2011
p. Joint Staff Manual 5701 Series, “Formats and Procedures for Developing
CJCS, Joint Staff, and J-Directorate Publications”
E-1 Enclosure E
CJCSI 3010.02E
17 August 2016
q. Joint Staff Guide 5711, “Editorial Guidance and Accepted Usage for Joint
Staff Correspondence”
E-2 Enclosure E
CJCSI 3010.02E
17 August 2016
GLOSSARY
PART I-ABBREVIATIONS AND ACRONYMS

Items marked with an asterisk (*) have definitions in PART II
*CBA capabilities based assessment

CCJO Capstone Concept for Joint Operations
CCMD combatant command
CDD capability development document
CGA Capabilities Gap Assessment
CJA Comprehensive Joint Assessment
CJCS Chairman of the Joint Chiefs of Staff
CJCSI Chairman of the Joint Chiefs of Staff instruction
CRA Chairman’s Risk Assessment
CRC Concept-required capability
*CONOPS concept of operations
CSDJF Chairman’s Strategic Direction to the Joint Force
DAS defense acquisition system

*DCR DOTMLPF-P Change Recommendation
DD FJFD Deputy Director, Future Joint Force Development, Joint
Staff J-7
DJ-7 Director, Joint Force Development, Joint Staff J-7
DJ-8 Director, Force Structure, Resources, and Assessment,
Joint Staff J-8
DJS Director, Joint Staff
DJSM Director, Joint Staff memorandum
DOTMLPF-P doctrine, organization, training, materiel, leadership and
education, personnel, facilities and policy
DoD Department of Defense
FCB functional capabilities board
GO/FO General Officer/Flag Officer
ICD initial capabilities document
JC GOSC joint concept general officer steering committee

JCD joint concept development
JCIDS Joint Capabilities Integration and Development System
JCWG joint concept working group
JCS Joint Chiefs of Staff
JFC joint force commander
GL-1 Glossary
CJCSI 3010.02E
17 August 2016
*JFD Joint Force Development
JLLP Joint Lessons Learned Program
JOC joint operating concept
JOE joint operating environment
JP joint publication
JPME joint professional military education
JROC Joint Requirements Oversight Council
JSAP Joint Staff action package
*JSPS Joint Strategic Planning System
JSR Joint Strategy Review
NGB National Guard Bureau

NMS National Military Strategy
NSS National Security Strategy
OPR office of primary responsibility

OPSDEPS Service Operations Deputies
OSD Office of the Secretary of Defense
QDR Quadrennial Defense Review
SES senior executive service
USCG United States Coast Guard
GL-2 Glossary
CJCSI 3010.02E
17 August 2016
PART II-DEFINITIONS
(Unless otherwise stated, the terms and definitions contained in this glossary
are for the purposes of this document only).
active concept -- A joint concept is active from the time a prospectus is

approved for development until the concept’s capability development
recommendations are approved by the application processes that will generate
the required DOTMLPF-P changes.
application process owners --The numerous organizations and processes

across the Department of Defense with responsibility and authority for joint
force development and capability development decisions.
archived -- A joint concept may be archived when the JCD governance bodies
determine that active concept development and transition activities are
complete or terminated. An archived concept will no longer be monitored by
the JCD governance body and should not be used as the basis for joint force or
capability development submissions.
capabilities-based assessment -- An analytic process that identifies capability

requirements and associated capability gaps.
capability gap -- The inability to meet or exceed a validated capability

requirement, resulting in an associated operational risk until closed or
mitigated. The gap may be the result of no fielded capability, lack of
proficiency or sufficiency in a fielded capability solution, or the need to replace
a fielded capability solution to prevent a future gap. (CJCSI 3170.01J)
capability solution -- A materiel or non-materiel solution to satisfy one or more

capability requirements and reduce or eliminate one or more capability gaps.
(CJCSI 3170.01J)
concept development period -- The time between DJS approval of the

prospectus and CJCS approval of the concept.
concept of operations -- A verbal or graphic statement that clearly and

concisely expresses what the joint force commander intends to accomplish and
how it will be done using available resources. Also called CONOPS. (JP-5-0)
concept-required capability (CRC) -- A proposed capability derived logically

from the concept’s central and supporting ideas and required for the concept’s
execution.
concept revision -- The rewrite of a previously approved joint concept that

updates either the military challenge or proposed solution based on changes in
GL-3 Glossary
CJCSI 3010.02E
17 August 2016
strategic guidance, defense priorities, or assessments of the future operating
environment.
concept sponsor -- The organization assigned primary responsibility for

proposing and submitting prospectuses, writing and evaluating joint concepts,
and overseeing transition of approved joint concepts.
concept suspension --Temporary placement of a concept in inactive status due

to shifts in policy, higher priority placed on other concepts, or resource
constraints. Once these issues are resolved, the JC GOSC may return the
concept to active development.
concept termination -- Formal direction from the DJS to end the ongoing
development or revision of a joint concept based on a JC GOSC and DJ-7
recommendation.
doctrine, organization, training, materiel, leadership and education, personnel,

facilities, and policy (DOTMLPF-P) change recommendation (DCR) -- A
recommendation for changes to existing joint resources, when such changes
are not associated with a new defense acquisition program.
Joint Capabilities Integration and Development System (JCIDS) – The JCIDS

process exists to support JROC and CJCS responsibilities in identifying,
assessing, validating, and prioritizing joint military capability requirements as
outlined in title 10, USC, section 181 and the JROC Charter (CJCSI 5123.01).
JCIDS provides a transparent process that allows the JROC to balance joint
equities and make informed decisions on validation and prioritization of
capability requirements.
joint concept -- Identifies a current or future military challenge and proposes a

solution to improve the joint force’s ability to address that military challenge. A
joint concept may also propose new ways to employ the joint force based on
future technology.
joint concept development process -- A deliberate approach for producing a

joint concept. It consists of four major activities: 1) prospectus development;
2) research and writing; 3) evaluation; and 4) coordination and approval.
Joint Concept Implementation (Application Phase) -- Consists of processes that

govern a range of continuing actions to realize desired changes to the Joint
Force. Application processes involve numerous organizations to include OSD,
CCMDs, Joint Staff Directorates, Services and agencies.
Joint Concept Implementation (Transition Phase) -- Actions to mature and

refine conceptual solutions into joint force development recommendations or
GL-4 Glossary
CJCSI 3010.02E
17 August 2016
joint capability development recommendations for approval and action by the
appropriate application process authority.
Joint Force Development -- The deliberate, iterative, and continuous process of

planning and developing the current and future joint force through integrated
materiel and non-materiel solutions across the DOTMLPF-P spectrum.
Joint Strategic Planning System (JSPS) -- One of the primary means by which
the Chairman of the Joint Chiefs of Staff, in consultation with the other
members of the Joint Chiefs of Staff and the combatant commanders, carries
out statutory responsibilities to assist the President and Secretary of Defense
in providing strategic direction to the armed forces.
materiel (capability solution) -- A new item (including ships, tanks, self-

propelled weapons, aircraft, etc., and related spares, repair parts, and support
equipment, but excluding real property, installations, and utilities) necessary
to equip, operate, maintain, and support military activities without distinction
as to its application for administrative or combat purposes. (JP 4-0)
non-materiel (capability solution -- Changes to doctrine, organization, training,

(previously fielded) materiel, leadership and education, personnel, facilities,
and/or policy, implemented to satisfy one or more capability requirements (or
needs) and reduce or eliminate one or more capability gaps, without the need
to develop or purchase a new materiel solution.
recommendation -- A relevant, proposed action deemed appropriate and

advisable based on data analysis.
requirement -- A capability required to meet an organization’s roles, functions,

and missions in current or future operations. To the greatest extent possible,
capability requirements are described in relation to tasks, standards, and
conditions in accordance with the universal joint task list or equivalent DoD
Component task list. If a capability requirement is not satisfied by a capability
solution, then there is an associated capability gap. A requirement is
considered to be ‘draft’ or ‘proposed’ until validated by the appropriate
authority. (CJCSI 3170.01J)
stakeholder --An organization or entity with substantive interest in the JCD

process, or which has a key contributing role in joint concept development,
transition or implementation.
validation -- The review and approval of capability requirement documents by a

designated validation authority. The JROC is the ultimate validation authority
for capability requirements unless otherwise delegated to a subordinate board
or to a designated validation authority in a Service, CCMD, or other DoD
component. (CJCSI 3170.01J)
GL-5 Glossary
CJCSI 3010.02E
17 August 2016
viable -- Capable of working, functioning, or developing adequately.
GL-6 Glossary

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CHAIRMAN OF THE JOINT

J-7 CJCSI 3010.02E

GUIDANCE FOR DEVELOPING AND IMPLEMENTING JOINT CONCEPTS

References: See Enclosure E.

a. This instruction provides guidance and responsibilities for developing

b. While primarily addressing the development and transition of joint

2. Superseded/Cancellation. CJCSI 3010.02D, 22 November 2013, “Guidance

3. Applicability. This instruction applies to the Joint Staff (JS), Military

4. Policy. This instruction describes and documents the procedures used by

5. Definitions. See Glossary.

6. Responsibilities. See Enclosure D.

7. Summary of Changes. This revision of CJCSI 3010.02D:

a. Reflects overarching guidance for developing joint concepts within the

b. Incorporates lessons learned and adjustments to the Joint Concept

d. Establishes a Joint Concept Review Committee (JCRC) to evaluate

e. Specifies procedures for developing, submitting, and reviewing joint

f. Establishes a joint concept life cycle to guide the development,

g. Changes primary responsibility for JCD governance to the JS J-7;

i. Clarifies requirements and responsibilities for transitioning and

j. Establishes annual review of approved joint concepts.

8. Releasability. UNRESTRICTED. This directive is approved for public

Under Secretary of Defense for Defense Acquisition, Technology and

ENCLOSURE B DEVELOPING JOINT CONCEPTS........................................B-1

ENCLOSURE C IMPLEMENTING JOINT CONCEPTS....................................C-1

ENCLOSURE D RESPONSIBILITIES ........................................................... D-1

Joint Concept General Officer Steering Committee .................................... D-3

ENCLOSURE E REFERENCES ....................................................................E-1

JOINT CONCEPTS OVERVIEW AND GOVERNANCE

1. Purpose of Joint Concepts

a. A joint concept describes a method for employing joint force

b. Joint concepts are informed by authoritative documents such as the

a. The Chairman’s primary roles within JSPS are to: 1) conduct

Figure A-1. Role of Joint Concepts in JSPS

3. Role of Joint Concepts in Developing the Force. JCD is a component of

a. Doctrine. Joint doctrine provides the fundamental principles that

b. Organization. Joint concepts propose new ways to accomplish a joint

d. Materiel. Joint concepts propose capabilities required to improve the

e. Leadership and Education. Joint Professional Military Education

g. Facilities. Key facilities include command installations and industrial

Figure A-2. Joint Concept Life Cycle

5. Joint Concepts Governance Structure. On behalf of the Chairman, the DJ-7

Figure A-3. JCD Governance Roles

a. Joint Concept Working Group (JCWG). The JCWG meets quarterly to

(1) Joint Concept Review Committee. To facilitate the work of the

b. Joint Concept General Officer Steering Committee (JC GOSC). The

(1) The JC GOSC provides guidance for execution of all aspects of

(2) The JC GOSC is comprised of a GO/FO or senior executive

6. Family of Joint Concepts. This instruction establishes three categories of

Figure A-4. Family of Joint Concepts Structure

a. Capstone Concept for Joint Operations (CCJO). The CCJO describes

b. Joint Operating Concepts (JOCs). JOCs broadly describe how the

c. Supporting Joint Concepts. Supporting joint concepts add depth and

7. Status of Joint Concepts. Individual concepts proceed through the joint

a. Active. A joint concept is active from the time a prospectus is

b. Suspended. The JC GOSC, on the recommendation of a concept

c. Archived. A joint concept may be archived when the JCD governance

a. Consistency with strategic guidance released since the concept was

c. Status of transition efforts, based on the assessment process