| Document Release Information | |
| Article Number | J-003 |
| Version | 1.0 |
| Effective | |
| Last Modified | 01FEB25 |
| Approving Authority | Joint Forces Commander |
| For Video Game Use Only (FVFUO) | |
¶ 1. Joint Staff
Is comprised of the Command's lead, deputy, and chief of staff.
| Billet | Acronym | Rank | Reports To |
|---|---|---|---|
| Joint Forces Commander | JFC | O-7 | |
| Joint Forces Deputy Commander | JFDC | O-7 | JFC |
| Chief of the Joint Staff | CJS | O-6 | JFC |
The Joint Staff billets can be filled by any service member among the command, as of November 2024 the command elements of vJFC are composed of the component commanders from the active combat units.
¶ 2. Current Leadership
|
Joint Forces Commander |
Joint Forces Deputy Commander |
Chief of the Joint Staff |
 |
 |
 |
|
RDML. Johannes M. May |
BG. Sam Windeck |
COL. James Fletcher |
|
Commander, CSG-3 |
Commander, 23AF |
Commander, 1st Batt, 1st CAB |
¶ 3. Previous Joint Forces Commanders
| Rank | Name | Dates of Service |
| RDML | May.JM | 17OCT24 - Present |
¶ 4. The Membership
¶ 4.1. Active Members
All active members who maintain an occupation after they have completed initial qualification (ex. Initial Pilot Training) are required at minimum to adhere to the weekly requirements of their occupation. All occupations in the vJFC will require a minimum of 2.0 hours per week in in-game coordinated training. See J-004 Training Requirements for more on specific requirements.
Senior (E-5+)
The senior enlisted is an experienced individual and an expert in their technical craft, they may hold additional flight/section duties as directed by the Flight/Platoon Commander. They report directly to the Flight/Platoon Leader.
Section Leader (O-1/O-2)
The section lead is an experienced wingman or aircrew that holds responsibilities over the smallest unit size in the command. They will report to the Deputy Flight/Platoon Commander and aid in any Flight related duties in their absence or as delegated.
¶ 4.2. Leadership Billets
The deputy will support the success of their commander’s duties and responsibilities as assigned or as directed by the next in their Chain of Command. If no commander is assigned they assume all duties.
¶ 4.2.1. Flight/Platoon Leadership
The Flight/Platoon is the lowest level of combat capable/deployable units, leaders of these units are the primarily responsible for execution, accountability, and coordination within their squadron.
Commander (O-3/O-4) and Deputy Commander (O-2/O-3)
Mission Readiness Oversight
- Ensure all squadron members meet mission-ready (MR) standards, including training, proficiency, and operational readiness.
- Monitor individual and squadron performance to maintain operational excellence.
Leadership and Motivation
- Inspire and motivate pilots to actively participate in squadron activities and training exercises.
- Foster a culture of teamwork, accountability, and continuous improvement.
Cohesion and Team Building
- Promote strong relationships among squadron members to create a unified and cohesive unit.
- Organize and lead team-building activities to enhance collaboration and trust.
Mission Execution
- Develop and execute strategies to ensure the squadron can confidently and effectively complete any assigned mission.
- Coordinate mission planning and debriefs to refine tactics and improve future performance.
Administrative Duties
- Maintain accurate records of squadron readiness, training schedules, and performance evaluations.
- Communicate effectively with leadership and provide updates on flight/platoon status and progress.
¶ 4.2.2. Squadron/Company Leadership
The primary responsibility of the Squadron/Company level leadership team is to oversee and execute the training and doctrine of their unit, and coordinate with their flight’s and other external units on the execution of the mission(s) assigned. When not assigned to a Group/Battalion the Squadron leadership will also be responsible for planning the necessary training(s) and doctrine(s).
Commander (O-5) and Deputy Commander (O-4)
Develop and Implement Training Programs
- Design, organize, and execute training programs aligned with group/wing goals and standards.
- Ensure training programs address current and future needs of the organization.
- Evaluate and update training materials to reflect new doctrines, regulations, and best practices.
Oversee Doctrine Development
- Lead the creation, review, and revision of doctrine and operational procedures.
- Ensure doctrine supports the strategic direction of the group/wing.
- Foster continuous improvement in doctrine based on feedback and emerging trends.
Ensure Compliance with Standards and Regulations
- Guarantee that training and doctrinal initiatives comply with group/wing regulations.
- Ensure alignment with vJFC requirements.
Monitor and Assess Training Effectiveness
- Implement assessments to evaluate the success and impact of training programs.
- Analyze feedback and performance data to make adjustments to training programs.
- Track the progress of individuals and teams to ensure learning objectives are met.
Facilitate Leadership Development
- Develop and implement leadership training to foster skill-building.
- Provide guidance and mentorship to junior officers.
Champion a Culture of Continuous Learning
- Promote lifelong learning and development across the squadron/company.
- Encourage innovation in training methodologies.
Administrative Duties
- Regularly report on the effectiveness of training initiatives and doctrinal changes to senior leadership.
- Maintain records of training activities, progress, and outcomes.
- Communicate effectively with leadership and provide updates on squadron/company status and progress.
Rated Duties
- If duel assigned as the Flight Commander, also carry out the duties and responsibilities as assigned above.
Command Chief / 1st Sergeant (E-8/W-3)
TBD
¶ 4.2.3. Group/Battalion Leadership
When more than one squadron of the same occupation or mission area is established, a Group/Battalion staff may be assigned to synchronize activities and objectives between both combat units. This leadership team will be responsible for the planning and oversight of the training and doctrine, where the squadron staff will continue to focus on execution and testing of those training(s) and doctrine(s).
Commander (O-6) and Deputy Commander (O-5)
Strategic Planning of Training and Doctrine
- Develop long-term strategies for training and doctrine that align with Wing goals and evolving needs, while ensuring synchronization across squadrons.
- Oversee the alignment of squadrons’ activities with broader Wing objectives and ensure that all units are working towards shared goals.
- Create comprehensive training and doctrine roadmaps that outline short-term and long-term objectives, ensuring integration across squadrons.
- Harmonize the sequencing and delivery of training programs, ensuring that all squadrons are working within the same framework to avoid duplication and maximize efficiency.
- Ensure that squadrons are assessing performance and outcomes consistently, with common tools and methods, while allowing for specific subunit needs.
Conduct Needs Analysis
- Lead the overall needs assessment to identify organization-wide skill gaps, knowledge deficits, and doctrinal needs.
- Coordinate with subunits to gather input and assess the specific needs within each squadron, ensuring their alignment with organizational priorities.
- Ensure feedback from squadrons is incorporated into broader training and doctrine planning, fostering cross-functional collaboration.
Coordinate Across Squadrons
- Act as the central point of coordination to synchronize the activities, priorities, and timelines of all squadrons involved in training and doctrine efforts.
- Facilitate regular communication between subunits to ensure alignment of goals, prevent overlap, and share resources and best practices.
- Provide support to squadrons facing challenges by offering guidance and fostering a collaborative environment.
Administrative Duties
- Aggregate reporting from squadrons to provide senior leadership with a holistic view of the training and doctrine efforts, highlighting successes and areas for improvement.
- Communicate effectively with leadership and provide updates on group/battalion status and progress.
¶ 4.2.4. Wing/Brigade Leadership
The Wing/Brigade leadership team serves the Command as the first strategic element, in addition to coordinating the activities of like units and overseeing the training/development of troopers, the staff is responsible for identifying meritorious actions and future leaders.
Commander (O-6) and Deputy Commander (O-5)
Strategic Leadership and Oversight
- Define and communicate the organization’s long-term vision and strategic objectives for the Wing/Brigade.
- Ensure all team members understand how their roles and tasks align with the broader mission and strategy of the Wing/Brigade.
- Oversee and lead high-priority initiatives, ensuring they align with Component Command goals and are executed effectively.
- Maintain mission and operational readiness, ensuring the Wing/Brigade can respond effectively to any assignment.
- Implement periodic performance evaluations, offering constructive feedback, support, and development opportunities.
Leadership Development Strategy
- Regularly assess the organization’s leadership pipeline to spot gaps and potential areas of concern.
- Actively work to ensure future leaders embody and promote the desired organizational culture and values.
- Oversee all promotions and transfer requests within the Wing/Brigade. Facilitate necessary position openings and boards to fill leadership gaps with appropriate personnel.
Administrative Duties
- Approve or recommend actions/services rendered by members through the Medal Recommendation Process.
- Identify opportunities to improve processes, communication, and regulations to the Component Commander.
- Communicate effectively with leadership and provide updates on group/battalion status and progress on assignments.
- When no Group/Battalion leadership team assigned over a Squadron, also perform the duties and responsibilities listed above.
Command Chief / Senior Enlisted
TBD
¶ 4.2.4.1. Miscellaneous Assignments
TBD
¶ 4.2.5. Component Command Leadership
The Component Commands are a pivotal bridge of the vJFC between the services to provide strategic management and advocate for the needs of their members. The commands are primarily responsible for billet allocations of their units, and any training or doctrine that requires interservice coordination. The leadership team will work with subordinate units on planning and development of their duties and responsibilities to ensure the health of the organization.
Commander (O-7) and Deputy Commander (O-6)
TBD
Command Chief / Senior Enlisted
TBD
¶ 4.2.5.1. Miscellaneous Assignments
TBD
¶ 4.2.5.2. Additional Support Billets
TBD
¶ 4.3. Secondary Duty Assignments
After the completion of IPT/ICT/ITT, all occupation, ranks, and services are permitted to submit a PAF to join a J-staff directorate and donate additional time and effort to improve the Command. To learn more about directorate requirements, see Section 5. Support Directorates.
¶ 4.4. Temporary Duty Assignments (TDY)
The Command recognizes that some billets in the J-staff directorates may request/require a fair amount of time and effort to be devoted to providing a quality service to the community. Individuals may request to transfer their primary assignment into a directorate for a select period of time (standard terms: 3mo, 6mo, 9mo, 12mo). Approval of their term and assignment are at the Director’s authority. Any follow-on TDY’s require a notice to the JFC. Upon completion of the period for their TDY assignment the member returns to their previous assignment as primary.
In the event the individual’s previous assigned billet is not available (and no “sister” units of the same occupation have an open billet of equal duties), the member may occupy any billet in the unit as appropriate and should be considered immediately eligible for the next open assignment of that billet without a requirement for further review (ex. No ORB would be required, see J-005 Officer Review Board). The member is also not subject to a non-punitive demotion while occupying the billet, until such time they decline an offer to re-occupy an equivalent billet to their previous assignment in that occupation. (In the event of a declined offer see J-008 Demotions and Discharges Section 2. Demotions)
During a TDY the minimum occupation requirements still apply according to the individual’s qualifications, however they are waived from any specific training requirements related to in-game activities from their previous assignment, see J-004 Training Requirements Section 5.1 Unit Specific Training.
¶ 4.4.1. Exception to Training Requirements on TDY
TDY billets can be assigned an occupation that does not hold any in-game requirements, but those individuals will not hold any combat ratings, and must qualify upon selection back into a line unit. Their basic requirements will be met through equivalent participation/effort in the duties assigned in the TDY on a weekly basis.
¶ 4.5. Military Reserve Program
Individuals who serve in an official capacity for any government’s military that receives orders to deploy or extended assignments away from home may request through their CoC to be transferred to the J1 - Reserves (Military) billet until such time as their expected return.
Requirements for application are a stated reason, desired intent to return upon homecoming, and the date of return to the vJFC. Requests that extend beyond 24 months may be subject to denial, and recommended for discharge until such time as they can return. The JFC authorizes any Wing/Battalion Commander or above to authorize the transfer, and will alert J1 via the standard Transfer process out of the component command. See J-009 Transfers
Upon return, the member should make contact with either the J1 Director, the Joint Staff, or their previous CoC. Should their previous slot be available they can submit a standard #paf-request to be re-assigned. Any other condition where the previous slot is not available or the member wishes to re-class and change occupations, they will be handled on a case-by-case basis by the Joint Staff, and assigned appropriately.
¶ 5. Support Directorates
The Joint Staff has 6 support directorates:
- J1 - Manpower and Personnel
- J2/3 - Operations and Intelligence
- J4 - Logistics
- J5 - Plans and Relations
- J6 - Information and Security
- J7 - Force Development
Each directorate will have a Director (O-4+) and Deputy Director (O-3+) who oversee departments with special technical skills and work processes vital to the command's daily operation. For more on the directorates see J-002 Directorates All members of the vJFC serving in a directorate will accept the duties and responsibilities as a secondary assignment, unless otherwise transferred and assigned by the Joint Staff for a temporary duty assignment.