Exhibit I - Maneuver Battle Lab Standard Operating Procedures

MBL UNCLASSIFIED SOP

MANEUVER BATTLE LAB

STANDARD OPERATING PROCEDURES (SOP)

DEPARTMENT OF THE ARMY

HEADQUARTERS UNITED STATES ARMY INFANTRY CENTER

FORT BENNING, GEORGIA 31905-5000

Standard Operating Procedure MBL-01

STANDARD OPERATING PROCEDURES FOR

MANEUVER BATTLE LAB (MBL)

CONTENTS

Chapter 1 Introduction 1-1. Purpose 1-2. Mission 1-3. References 1-4. Explanation of Abbreviations and Terms 1-5. Responsibilities 1-6. Maneuver Battle Lab Objectives 1-7. Maneuver Battle Lab Concept of Operation 1-8. Maneuver Battle Lab Philosophy 1-9. Commanders Critical Information Report (CCIR).

Chapter 2 Responsibilities 2-1. General 2-2. Director, Maneuver Battle Lab 2-3. Deputy Director, Maneuver Battle Lab 2-4. Headquarters Secretary 2-5. Division Administrative Assistants 2-6. Tasks Unique to Live Prototype Experimentation Division 2-7. Tasks Unique to Virtual Constructive Simulation Division Administrative Assistant 2-8. Chief, Live Prototype Experimentation Division 2-9. Chief, Virtual Constructive Simulation Division 2-10. Chief, Analyst Division 2-11. Resource Manager 2-12. Operations Manager 2-13. Strategic Planner 2-14. Senior Information Assurance Security Office (SRIASO) 2-15. Benning Information Assurance Security Officer(IASO)/Information Management Officer (IMO) 2-16. Logistics Officer 2-17. Technical Integration and Configuration Control Team (TICC Team)

Annexes:

Annex A: Administration Annex B: Operations Annex C: Logistics Annex D: Physical Security Annex E: Information Security Annex F: Budget Annex G: Credit Card Annex H: Experimentation Planning Annex I: Vehicles Annex J: Arms Room Annex K: Environmental Compliance Annex L: Contractor Verification System Annex M: Government Civilian Education Annex N: Operation Security Annex O: Energy Awareness and Conservation Annex P: Data at Rest Annex Q: Safety Annex R: Deployment Annex S: Knox Information Systems Annex T: Anti-Terrorism/Force Protection

Chapter 1: Introduction

1-1. Purpose. This Standard Operating Procedure (SOP) prescribes the objectives, and establishes the responsibilities, policies, and procedures for planning, coordination, and execution of the Maneuver Battle Lab (MBL) Experimentation Program. This SOP is a living document and modification approval is vested with the Deputy Director, Maneuver Battle Lab, Fort Benning, Georgia 31905. Recommendations for changes should be forwarded to the Operations Manager.

1-2. Mission. The MBL conducts experiments in a live, virtual and constructive environment in order to support current force development, inform future force and FCS development, and provide insights and recommend DOTMLPF changes to current and future force concepts at the Modular Brigade Combat Team through Soldier level.

1-3. References. Required and related publications and forms are listed in Appendix A.

1-4. Explanation of abbreviations and terms. Abbreviations and special terms used in this regulation are defined in Appendix B.

1-5. Responsibilities. Maneuver Battle Lab Command and Staff responsibilities are listed in Chapter 2.

1-6. Maneuver Battle Lab Objectives.

a. Develop a world-class lab in both organization and facilities that facilitate experimentation/assessments from the individual Soldier up to and including the Modular Brigade Combat Team.

b. Integrate the live, virtual, and constructive (LVC) domains. Experiments are conducted seamlessly using the power that LVC enables with the ability to reach out and conduct distributed experimentation.

c. Serves as the Soldier’s advocate for concept and materiel development, capability requirements determination, and training requirements validation.

d. Become the Army’s premier prototyping assessment laboratory for proponency education, insights into research and development initiatives, and operational fielding recommendations.

1-7. Maneuver Battle Lab Concept of Operation.

a. The Maneuver Battle Lab is realigned under the Center of Excellence (COE) initiative. As Fort Benning continues the transition to the Maneuver Center of Excellence (MCOE) the MBL responsibilities include all ground maneuver BCT formations, the Heavy BCT and the Calvary Regiment.

b. The MBL is a unique organization and is resourced by many sources. The Commanding General (CG) directs MBL activities but has limited funding. Consequently the MBL accomplishes the CG/USAIC initiatives in partnership with other organizations. ARCIC provides guidance and partial resourcing to USAIC/MBL through the Army Concept Development Experimentation Program (ACDEP). The MBL is aggressive at working proponency issues by leveraging various program managers throughout Army Material Command (AMC). Finally, to remain engaged in research and development potentials the MBL is active in Joint Concept Technology Demonstrations (JCTD) and Army Technology Objectives (ATO) within the Department of Defense.

c. The ARCIC Campaign Plan (ArCP) with Army’s Experimentation Guidance (AEG) tasks MBL to conduct both concept and prototype experimentation venues. The MBL is active in Joint/Army experimentation with participation in concept development experimentation events that are primarily constructive such as Omni-Fusion and CCNW&S. With AEG guidance directing prototype experimentation in support of RDECOM, ATEC, ASA (ALT), etc., MBL has clearly established itself as the ARCIC/TRADOC primary lead for prototyping events in support of GWOT and the current force. The MBL executes thirty to forty of these annually. The flagship program for prototype experimentation is the Army Expeditionary Warrior Experiments (AEWE). This annual major Army experiment is the primary tool for evaluating prototypes at the small unit level. The Director Chief of Infantry (COI), who acts on behalf of both Infantry and Armor Commanding Generals, utilizes AEWE as his primary mechanism for Soldier as a System (SAAS) integration. It is the MBL number one priority for experimentation and remains the Infantry Center's number one initiative and priority.

d. The Maneuver Battle Lab has the tools to conduct experimentation/assessments in all three domains: live, virtual, and constructive. As the Maneuver Battle Lab matures, its experimentation capability the ability to conduct experimentation/assessments in all three domains must become seamless. Ideally, the ability to work with real material prototypes and standing organizations is the best way to conduct assessments. Very rarely will these conditions exist. Nonetheless, experiments/assessments are tremendously leveraged when the exercise design has the option to take advantage of the power LVC provides. Currently the LVC capability is enabled by the OC-48 fiber optic cable ring that provides the ability to connect all MBL facilities and the Defense Research and Engineering Network (DREN) provides connectivity for distributed experimentation to other Army Labs, all Service and Joint agencies. The MBL has also been enabled by a company (-) size experimentation force (EXFOR) that is embedded within the 197th Infantry Regiment to conduct experiments/assessments for the MBL. The 197th ensures a quality well trained unit that is capable of conducting experiments whether its assessing current organization equipped with selected technologies or looking at concept that might not materialize till well into the future. The unit is capable of dismounted, air-assault, motorized, mechanized, and Stryker infantry operations. Furthermore, special skills like Mortars, Snipers, etc., reside within the 197th Infantry Regiment and are available as required. For airborne operations, the Infantry School has the ability to provide necessary support.

1. Live experimentation /Assessments. Most of the Fort Benning training areas can be utilized for experimentation purposes.

The installation has over 200,000 square acres, two large impact areas, sixty small arms ranges, four large caliber ranges, one strategic airfield, one operational railhead, two operational dirt landing strips, multiple drop zones, and pickup and landing zones. Organic to the Maneuver Battle Lab is an instrumented urban facility, McKenna Urban Operations (UO) Complex. The complex is approximately 400 acres with access to an additional 225 square miles of instrumented maneuver space adjacent to the McKenna complex. McKenna is fiber linked with VCSB-B through DOIM and also digitally linked providing communications between the two facilities supporting collaborative experimentation (live/simulation wrap) as required. The MBL’s Griswold Range, which facilitates weapons assessments out to a range of 2000 meters, provides additional experimentation venues. In the future the MBL will have coordinated access to other instrumented facilities such as the Combined Arms Collective Training Facility (CACTF) located within several kilometers of McKenna under and other facilities under construction as part of the Digital Multipurpose Range Complex (DMPC) for enhanced Live, Virtual, and Constructive experimentation integration.

2. Virtual Constructive Simulators.

(1) Immersive and Desktop Soldier Virtual Simulation (SVS) systems are state-of-the-art, high fidelity, individual combatant (IC) systems. They feature real-time 3D graphics, directional audio and a unique user interface capable of immersing the individual Soldier into the virtual battlefield. The eleven immersive simulators and forty-eight desktop versions enable the MBL to realistically insert a Human-in-the-loop IC into a federation of networked simulations. SVS is an integrated solution for IC simulation, valuable for individual, team, squad or leader experimentation at different echelons. SVS provides realistic simulation of military operations in urban terrain and built-up area scenarios. SVS can also be utilized for Tactics, Techniques and Procedures insights/development recommendations, Situational Awareness studies/experiments, Mission Rehearsals, and Small-unit training. The weapons used in the simulator are of comparable weight and feel to actual M4, M16A2, and M16/M203, M249, and M240 weapons with modifications to enable soldier integration and movement thru the virtual environment.

(2) Advanced Concept Research Tool (ACRT) is a reconfigurable low fidelity vehicle simulator, designed to support experimentation and concept development. VCSD-B currently has three Command and Control (C2) vehicle shells, ten Ground Vehicle (GV) shells, and two desktop simulators capable of accommodating one Battalion Tactical Command Post and one Company (-) element in virtual simulations. The shells are reconfigurable to replicate ground maneuver elements in simulation and can be networked with other simulations.

(3) The Omni-directional treadmill (ODT) is a device that converts a user’s movements into movements through a virtual environment. Its design allows users to move in any direction, which is important for simulations that require dismounted infantry Soldiers to move and exert themselves in much the same way that they would in the real world. The platform area provides and 8X8 foot continuous flat surface designed to link the Soldier’s movement through a virtual environment.

The platform is surrounded by display systems that can project the simulation environment. VCSD-B currently has three ODTs in testing to evaluate functionality and integration into experimentation events.

(4) ExpeditionDI® is a portable, wireless, man-wearable virtual Soldier Simulator that features a correlated motion and input system that enables soldiers to move through and interact with the synthetic environment. The system responds to normal body movements and responds accordingly. Visuals are produced using a Helmet Mounted Display that provides a realistic three dimensional experience. The weapons used in the simulator are of comparable weight and feel to actual M4 with modifications to enable soldier integration and movement thru the virtual environment.

3. Constructive Simulations.

The constructive facility utilizes three hundred sixty seven desktop computer workstations, configured with Windows or LINUX operating systems and a multitude of constructive tools. The primary constructive tool used is One Semi-Autonomous Force (OneSAF) to model forces from Squad to Brigade level. As required MBL can install and operate other constructive simulations including the Infantry Warrior Simulation (IWARS) and Joint Semi-Automated Forces (JSAF). IWARS is a constructive, force-on-force, combat simulation used to model individual Soldier, team, and small unit combat operations in complex environments to support analysis of warrior systems. Key measures of interest for analyses that are performed using IWARS include survivability, lethality, command and control, situational understanding, mobility, and sustainability. The JSAF operates at about the same levels and fidelity as OneSAF, but with unique characteristics for use in a Joint environment.

4. Command & Control Systems.

1-8. Maneuver Battle Lab Philosophy.

a. The Maneuver Battle Lab is a professional organization in its image and execution of all experiments/assessments. The MBL has a small cadre of government personnel, both military and civilian. Well over seventy percent of the Maneuver Battle Lab personnel strength is provided by contractor support. Nonetheless, it is seamless whether government personnel or contractor is leading an experimentation effort except for the regulatory limitations imposed on the contractor forces. In all cases government personnel supervise all experimentation efforts and make decisions for the government. Professionalism is evident from the initial approach to an experiment, throughout execution, and finally by the report rendered at its conclusion. The MBL does work for many government organizations. Subsequently for quality control the Director will solicit formal input from those we conduct experimentation.

b. The Director is the approval authority for all experimentation conducted by the Maneuver Battle Lab or in support of other agencies requiring experimentation. The respective division chief is responsible to ensure a decision briefing is presented to the Director in sufficient time to adequately resource IAW the installation guidelines, generally three months prior to anticipate execution. All activities on the MBL master calendar are marked as a (T) until approved by the Director. The decision briefing must articulate the experiment design from conception through the completed report and final AAR. The Director format for the decision briefing is contained in Annex H.

c. The appropriate division is responsible for ensuring a project briefing is kept current, quad sheet is prepared, updates provided as appropriate on weekly CG updates, monthly EXSUMS, and scheduling appropriate Director IPRs IAW established milestones.

An AAR/Hotwash is completed at the conclusion of all experiments to continually assess the operation and look for improvements. The respective division chief will recommend whether the Director attends specific reviews.

1-9. Commanders Critical Information Report (CCIR). Below are the criteria for keeping the Director informed. The list attempts to define guidance, but the overriding consideration is “if in doubt—notify”.

a. Priority Intelligence Requirements (PIR or What I need to know about the environment):

1. Any threat of attack or incident (bomb, fire, etc) that threatens MBL personnel, experiments, or facilities.

2. Incoming weather that is a serious threat to MBL personnel, EXFOR, experiments, computer systems, or facilities.

b. Friendly Force Information Requirements (FFIR or What I need to know about the US). Need the 5 Ws:

1. Loss of life, accidents, or serious injury/illness resulting in hospitalized MBL personnel or family members.

2. Loss, theft or severe damage to a weapon, other sensitive item, and high dollar value item, or ammunition.

3. Any breach of security—physical, information, information assurance, etc.

4. Serious Incidents involving any member of the MBL team; either assigned, attached, opcon, or contracted (i.e., serious crimes, arrests, suicide attempts, drugs, DUI/DWI, Cold or Hot Weather Injuries, etc.).

5. Any event that significantly delays, interrupts, or postpones an approved experiment (no safety release, troop support, prototype delivery, weather, etc.).

6. Unannounced visits by Command Group or inspection.

7. External visitors (GS-14, such as Program Managers, or above that represent agencies/organizations).

8. Range conflicts that are being elevated to Director/O-6 Commander level.

9. Red Cross messages or MBL personnel departing on emergency leave.

10. Any incident that is likely to result in command group/higher involvement.

c. Essential Elements of Friendly Info (EEFI or Do not disclose these...):

1. Deployed status of MBL personnel (who is gone, where, how long).

Chapter 2: Responsibilities.

2-1. General. It is the responsibility of all members of the Maneuver Battle Lab to provide a professional and safe environment for the conduct of field and simulation based experimentation. All members will strictly adhere to all Army and Installation regulations governing the conduct of field experimentation at all times. This SOP describes responsibilities and standardizes procedures that guide and enable all members of the Maneuver Battle Lab to achieve experimentation goals and objectives. The MBL falls under the Capabilities Development and Integration Directorate (CDID). The Director serves as the executive agent in charge of the MBL.

2-2. Director, Maneuver Battle Lab.

a. Serves as Executive Agent for the Maneuver Battle Lab Experimentation Program.

b. Provides experimentation oversight for development of experiment scenarios; observes execution and analyzes the performance of supported agencies in accordance with Army concepts and doctrine; collects information on the supported Maneuver Battle Lab performance and provides resources for execution.

c. Has final approval authority for the execution of experimentation within the Maneuver Battle Lab and experimentation performed by Maneuver Battle Lab or support of external experimentation.

d. Establishes priorities and allocates resources.

e. Has final approval authority for all waivers and exceptions to policy established in this Standard Operating Procedure.

f. Primary interface with the command group, MCOE futures directors, commanders, and external headquarters.

g. Is the approving authority for hiring of all contract personnel support.

2-3. Deputy Director, Maneuver Battle Lab.

a. Act on behalf of the Director in his absence.

b. Provides overall day-to-day monitoring of the Maneuver Battle Lab.

c. Supervise the operation, IMO, and logistics function of the Maneuver Battle Lab.

d. Overwatches both direct TRADOC and reimbursable funding. Approval authority for all TDY travels.

e. Primary interface with installation Director/and all directorate deputies and brigade DCOs.

f. Interface with external organizations within the research and development community to integrate experimentation and assessment activities.

g. Provides oversight of MBL contracting actions.

2-4. Headquarters Secretary.

a. Point of contact for the Director and Deputy Director for all actions concerning the MBL which include evaluations, awards, leaves, suspense’s, correspondence, memorandums, reports and items requiring the signature of the Director and Deputy Director.

b. Prepares routine administrative correspondence/actions for signature, staffing, and distribution for the Director and Deputy Director of the MBL. This includes reviewing, proofreading, editing and drafting correspondence/actions.

c. Maintains the calendar for the Director and Deputy Director, MBL.

d. Schedules and coordinates conferences and meetings for the Director and Deputy Director, MBL.

e. Responsible for TDY orders and travel arrangements for the Director and Deputy Director, MBL.

f. Responsible for the preparation and submittal of travel claims/reimbursements for the Director and Deputy Director, MBL.

g. Maintains files for the Headquarters, MBL.

h. Schedules office calls with the Director and Deputy Director for newly arrived personnel.

i. Maintains log on all actions forwarded to the Director or Deputy Director for action or approval.

j. Tracks suspense items for the Director and Deputy Director, MBL.

k. Prepares the Officer, NCO, and Civilian Rating schemes for the MBL.

l. Responsible for Officer Evaluations.

m. Consolidates civilian timesheets and submits to SRD Admin.

n. Manages Commanding General’s Quarterly Breakfast program. Packages nominations for the Director’s approval ensure attendance is coordinated, and purchase tickets.

o. Serves as the CPO liaison.

2-5. Division Administrative Assistants.

a. Prepares routine administrative correspondence/actions for signature, staffing, and distribution for the respective division. This includes reviewing, proofreading, editing and drafting correspondence/actions.

b. Prepares TDY orders and coordinates travel arrangements.

c. Processes DA civilian and government personnel leave and forwards to MBL Headquarters Division when appropriate.

d. Central point of contact for division timesheets.

e. Prepares evaluation shell, as required for OERs, Civilian Performance Appraisals, and NCOERs.

f. Prepares government and civilian awards and forwards to Headquarters Division for signature when appropriate.

g. Maintains files.

h. In processes/out processes new employees (military, DA civilians, contractors) in respective division. Directs all new personnel to the Headquarters division for scheduling of an office call with the Director and Deputy Director, MBL.

i. Processes/prepares Request for Personnel Actions (RPA).

j. Coordinates annual security requirements.

k. Prepares FEDEX documents.

l. Coordinates and prepares traveler visit request.

m. Processes telephone work orders

n. Defense Travel Administrators

2-6 Tasks unique to Live Prototype Experimentation Division Administrative Assistant

a. Distribution and classified mail pick up for MBL.

b. Maintains MBL Building 35 office supply inventory and processes supply requests.

c. Assistant JPAS Officer (Alternate)

d. Substitute for HQs Administrative Assistant in her absence. (Primary)

2-7 Tasks unique to Virtual Constructive Simulations Division Administrative Assistant

a. Revises and distributes MBL telephone/address/social roster and Building 35 access roster.

b. Coordinates use of OCONUS telephone control numbers with DCD manager.

c. Issues and maintains account of security badges

d. Maintains the visitor request master file.

e. Assistant JPAS Officer. (Primary)

f. Substitute for HQs Administrative Assistant in her absence. (Alternate)

g. Prepares routine administrative correspondence/actions for signature, staffing, and distribution for the respective division. This includes reviewing, proofreading, editing and drafting correspondence/actions.

h. Prepares TDY orders and coordinates travel arrangements for VCSD & Analyst Division.

i. Processes DA civilian and government personnel leave and forwards to MBL Headquarters Division when appropriate.

j. Central point of contact for division timesheets.

k. Prepares evaluation shell, as required for OERs, Civilian Performance Appraisals, and NCOERs.

l. Prepares government and civilian awards and forwards to Headquarters Division for signature when appropriate.

m. Maintains files.

n. In processes/out processes new employees (military, DA civilians, contractors) in respective division. Directs all new personnel to the Headquarters division for scheduling of an office call with the Director and Deputy Director, MBL.

o. Processes/prepares Request for Personnel Actions (RPA).

q. Prepares FEDEX documents.

r. Coordinates and prepares traveler visit request.

s. Processes building/telephone work orders

t. Defense Travel Administrator 2-8 Chief, Live Prototype Experimentation Division.

a. Leads the Live Prototype Experimentation staff composed of military, civilian, and contract personnel.

b. Primary lead for Army Expeditionary Warrior Experiments.

c. Plans, organizes, directs, and controls the work of the Division in support of Joint service, Army, US Army Training and Doctrine Command, and US Army Infantry Center missions and functions. Formulates plans, policies, and procedures consistent with Maneuver Battle Lab missions and directives from higher headquarters.

d. Organizes and sequences work assignments of staff members.

e. Reviews staff and contract personnel analyses and evaluations for scientific adequacy. Approves plans/techniques developed by subordinate project officers. Supervises the conduct of studies and preparation of comprehensive special reports.

f. Applies comprehensive knowledge of Joint and Army organization, the combat developments system and analytical methods to solve complex training/weapons systems problems in support of Joint, Army, TRADOC, and MCOE requirements and experimental objectives.

g. Coordinates activities with all Army proponent schools and centers.

h. Manages the program fund budget. Responsible for projecting requirements for personnel, supplies and equipment and ensuring that reimbursable funding is sufficient to meet these requirements.

i. Oversees the management of McKenna Urban Operations Complex and Griswold Range to include instrumentation upgrades.

j. Lead for organizational issues/adjustments.

2-9. Chief, Virtual Constructive Simulations Division (Fort Benning and Fort Knox).

a. Leads a Simulation Lab staff composed of military, civilian, and contract personnel.

b. Plans, organizes, directs, and controls the work of the Maneuver Battle Lab Simulation Lab in support of Joint service, Army, US Army Training and Doctrine Command, and US Army Infantry Center missions and functions. Formulates plans, policies, and procedures consistent with Maneuver Battle Lab missions and directives from higher headquarters.

c. Organizes and sequences work assignments of staff members.

d. Reviews staff and contract personnel analyses and evaluations for scientific adequacy. Approves plans/techniques developed by subordinate analysts and modelers. Supervises the conduct of studies and preparation of comprehensive special reports.

e. Applies comprehensive knowledge of Joint and Army organization, the combat developments system and analytical methods to solve complex training/weapons systems problems in support of Joint, Army, TRADOC, and USAIC requirements and experimental objectives.

f. Coordinates activities with all Army proponent schools and centers.

g. Manages the program line budget.

h. Responsible for project requirements for personnel, equipment and supplies, and ensuring that reimbursable funding is sufficient to meet requirements.

2-10.Chief, Analyst Division (Fort Benning and Fort Knox).

a. Leads an Analyst Division composed of military, civilian, and contract personnel.

b. Plans, organizes, directs, and controls the work of the Maneuver Battle Lab Soldier analyst personnel in support of Joint service, Army, US Army Training and Doctrine Command, and MCOE missions and functions as directed by Director, MBL. The Chief Analyst also formulates plans, policies, and procedures consistent with Maneuver Battle Lab missions and directives from higher headquarters.

c. Organizes and sequences work assignments of staff members.

d. Reviews staff and contract personnel analyses and evaluations for scientific adequacy. Approves plans/techniques developed by subordinate analysts. Reviews the conduct of studies and preparation of comprehensive special reports to ensure accuracy.

2-11. Resource Manager.

a. Reports directly to the Deputy Director of the Maneuver Battle Lab.

Responsible for advising the Director, Deputy Director; Chief, Experimentation Division, Chief, Simulations Division, Branch Chiefs and all Project Officers on budgetary matters, such as, the status of funding for the organization, Divisions, Branches and Projects.

b. Responsible for monitoring and verifying labor contracts in the Maneuver Battle Lab. Contracting Officer’s Representative for MBL contracts. Monitors contract invoices, travel, funding levels, and personnel, changing of job classifications, and changes to the Scope of Work (SOW).

c. Reviews experimental budget prior to Director approval. Ensures the approved budgets are executed consistent with the budget.

d. Serves a primary liaison between the MBL and the installation Directorate of Resource Management (DRM), The Director of Contracting, and the Staff Judge Advocate.

e. Serves as the primary liaison between the MBL and Army contracting agencies.

f. Maintain records on budgetary and contractual matters in the MBL.

g. Coordinates the daily activities of the MBL Operations Manager, MBL Information Management Officer (IMO) and the MBL Logistics Officer (LO) on behalf of the Deputy Director.

h. Serves as the Trusted Agent in the Contractor Verification System (CVS).

i. Serves as Key Control for Building 35.

2-12. Operations Manager.

a. Reports directly to the Deputy Director of the Maneuver Battle Lab. Responsible for advising the Deputy Director; Chief of Experimentation Division, Chief of Simulations Division, and all Project Officers on operational matters, such as, the availability of personnel, equipment, facilities, and weapons.

b. Responsible for preparing and coordinating MBL meetings (internal and external) to include: Weekly Division Chiefs Staff meeting, Weekly Resource Coordination meeting, CGs Weekly Notes, CGs Executive Summary (EXSUM), G-3 monthly and quarterly meetings, and other meetings/briefings as directed by the Director or Deputy Director, MBL.

c. Responsible for MBL Calendar to include, coordinating MBL activities, keeping abreast on significant installation activities, key CG's/USAIC's activities, etc.

d. MBL primary liaison for the coordination of Experimentation Force (EXFOR) and G-3 support.

e. Attend experiment Director Decision Briefings. Attend IPRs as appropriate.

f. Provide the Director operational recommendations as appropriate.

g. Responsible for the MBL SOP.

2-13. Strategic Planner

a. Conducts work projects, studies, and analysis, planning and decision support services, and projects in support of MBLs strategic initiatives at the direction of the MBL Director.

b. Serve as "center of expertise" regarding assigned projects and MBL actions to enable early and significant contributions to the synchronization of FT Benning's activities.

c. Conduct strategic projects involving evaluation, analysis, and implementation of process management, net assessments, futures management, implications analysis, options management, issues management and other related management studies.

d. Coordinate with DoD, DA, TRADOC, and FT Benning activities as required to support the MBL Director and Commanding General's priorities.

e. Prepares or assists in preparing preliminary and final project reports. Includes facilitating project definition, outlining, drafting, writing, and revising reports.

f. Prepares or assists in preparing special briefings for in-process reviews and presentation of completed projects. This includes graphics design, internal staffing of graphics, outlining of text, writing of text, staffing of text through appropriate internal channels. Present briefings or portions of briefings for IPRs and all assigned projects.

g. Conducts and participates in monthly conferences to provide or receive information from various FT Benning agencies to get insights into additional actions required, or to staff findings through appropriate channels external to the MBL.

h. Develops and maintains appropriate reference files and bibliographies for use in project development.

2-14. Senior Information Assurance Security Officer (SRIASO)

a. Disseminate and ensure implementation of Information Assurance (IA) policy, guidance, and training requirements.

b. Ensures implementation of Information Assurance Vulnerability Management (IAVM) dissemination, reporting, and compliance procedures.

c. Ensures all users meet the requisite favorable security investigations, clearances, authorization, need-to-know, and security responsibilities before granting access to the Information System (IS).

d. Ensures personnel receive system-specific and annual IA awareness training.

e. Ensures log files and audits are maintained and reviewed for all systems and that authentication (for example, password) policies are audited for compliance.

f. Prepare, distribute, and maintain plans, instructions, and SOPs concerning system security.

g. Review and evaluate the effects on security of system changes, including interfaces with other ISs and document all changes.

h. Ensure that all ISs within their area of responsibility are accredited. Develop or coordinate the development and support of Certification and Accreditation (C&A) requirements, and initiate re-accreditation as required.

i. Ensure configuration management for IS software (including IS warning banners) and hardware is maintained and documented.

j. Ensure system recovery processes are monitored and that security features and procedures are properly restored.

k. Maintain current software licenses and ensure security related documentation is current and accessible to properly authorized individuals.

l. Senior Information Assurance Security Officer (SRIASO) will support and assist tenant Information Assurance Managers (IAM), or the installation IAM if no tenant IAM exists.

m. Report security violations and incidents to the servicing Regional Computer Emergency Response Team (RCERT) in accordance with Section VIII, Incident and Intrusion Reporting.

n. Implement and sustain the data at rest (DAR) program.

2-15. Benning Information Assurance Security Officer (IASO)/Information Management Officer (IMO)

a. Perform network management; including systems and applications management, system fault configuration, accounting, performance, and security management. Network management incorporates all support functions associated with providing customer access to the installation of classified and unclassified data, voice, and video network(s) and connection to remote sites, DOD enterprise networks, and the Internet. Includes planning for appropriate network hardware and software technology upgrades and replacements to ensure customer demands are met. Defines network management roles, responsibilities, and authorities:

b. Disseminate and ensure implementation of IA policy, guidance, and training requirements.

c. Ensure implementation of IA Vulnerability Management dissemination, reporting, and compliance procedures.

d. Ensure all users meet the requisite favorable security investigations, clearances, authorization, need-to-know, and security responsibilities before granting access to the Information Systems (IS).

e. Ensure personnel receive system-specific and annual IA annual refresher training.

f. Ensure log files and audits are maintained and reviewed for all systems and that authentication (for example, password) policies are audited for compliance.

g. Review and evaluate the effects on security of system changes, including interfaces with other ISs and document all changes.

h. Ensure that all ISs within MBL are accredited. Develop or coordinate the development and support of Certification and Accreditation requirements, and initiate re-accreditation as required.

i. Ensure configuration management for IS software (including IS warning banners) and hardware is maintained and documented.

j. Ensure system recovery processes are monitored and that security features and procedures are properly restored.

k. Maintain current software licenses and ensure security related documentation is current and accessible to properly authorized individuals.

l. Report security violations IAW local policy.

m. Comply with and implement policy received from the appropriate network security manager, the IAM, or Senior IASO.

2-16. Logistics Officer.

a. Responsible for the management and control of Maneuver Battle Lab material and equipment assets.

b. Manages and maintains property accountability of equipment assets authorized by TDA and Installation documents. Updates provided by the Division Chiefs.

c. Provide logistical support to Project Officers during their experimentations/demo.

d. Conduct appropriate 100% inventories and 10% sensitive items inventories monthly.

e. Provide HMMWV driver training and issue license upon completion.

f. Responsible for shipping and receiving all material and equipment for the Maneuver Battle Lab.

g. Conducts special handling of hazard materials within the logistics section, i.e., storage and turn in.

h. Responsible for Buckner Range and warehouse upkeep and maintenance.

i. Provide backup support for arms room to assist project officers during their experimentations/demo.

j. Provide backup support for ammo pickup and turn in to the ammunition supply point to assist project officers during their experiments/demo.

2-17. Technical Integration and Configuration Control Team (TICC Team).

As part of the TRADOC centralized Configuration Management of the Battle Laboratory Collaborative Simulations Environment (BLCSE), and in support of BLSCE event integration activities, ARCIC-CDE provides a BLSCE TICC Team to the MBL (MBL), to be located in the MBL Simulation Facility. The TICC Team consists of up to three individuals permanently resident within the MBL Simulation facility. TICC members are contract employees, part of the BLSCE Engineering Support Contact (ESC), and are under control and direction of the Technical Configuration Controller, in coordination with MBL (MBL) Simulation facility manager. CDE may, by agreement with the MBL (MBL) Simulation Manager, temporarily augment the TICC with personnel from the BLSCE Engineering Support Team (BEST), also part of the BESC, when requested by MBL (MBL) for BLSCE event. The TICC responsibilities include:

a. Provide regional support to BLSCE activities and facilities within the TICC-South area of responsibility.

b. Provide MBL (MBL) personnel with reference versions of simulation software and databases in support of ACDEP and BLSCE events, and assist or support MBL (MBL) personnel in modifying or adapting reference software and databases to meet event version requirements.

c. Provide MBL (MBL) Simulation facility with configuration control and configuration management support, and function as BLSCE event configuration control and configuration management support, and function as BLSCE event configuration manager for MBL (MBL) activities.

d. Assist MBL (MBL) with development of Simulation Object Models (SOM) and Federation Object Models (FOM), and ensure integration to MBL (MBL) of BLSCE SOM and FOM changes.

e. Provide simulation Subject Matter Expertise in BLSCE federation simulations and tools.

f. Provide a single point of contact source for integration of BLSCE technical migration events and requests for support from BEST.

g. Assist and advise MBL (MBL) simulation facility personnel with reconfiguring ACRTs between approved versions.

h. Support integration and interoperability with the Maneuver Center of Excellence training networks and models and simulations.

ANNEX A

A-1. Overview. The Administration Annex provides guidelines for MBL personnel processing in and out of the Maneuver Battle Lab, processing personnel evaluations, conducting official travel, certification for Project Officers, Awards Program, and other administrative responsibilities. The MBL Deputy Director is the approving authority for changes to this Annex.

A-2. In and Out Processing.

a. Sponsorship. In Processing the MBL begins before the individual arrives at Ft. Benning/Knox. Sponsorship is primarily for Active Duty personnel. Each Division will assign a Sponsor to an incoming member of the MBL. The Sponsor will send a Welcome Letter (Appendix A-1) and a Welcome Packet, available from Protocol. Contact will be made until arrival. Once at Ft. Benning/Knox and the MBL, the sponsor will ensure the member in processes and meets the MBL Leadership. The sponsor will provide the MBL SOP and ensure that the steps listed herein are followed.

b. In Processing. All personnel assigned or hired to work in the MBL must in process using the following steps.

1. Incoming Personnel Procedures in addition to Post in-processing requirements.

2. MBL Division Administration Assistants will in process all civilian and military personnel assigned to MBL. The following documents/information will be requested and a copy provided to HQs Secretary.

(1) Copy of orders assigning individual to MBL.

(3) Copy of ORB/ERB for military personnel.

(4) Individuals must complete a data card for basic information (name, rank, address, phone number, etc).

(5) Admin will transfer the Government Travel Card into MBL’s hierarchy and activate the card for use.

(6) Individuals will read and sign the travel card SOP, ensuring they are aware that they are responsible for payment of the credit card statement when due. The government requires split dispersion, where the individual has the government pay the credit card when the travel voucher is completed and submitted.

3. All personnel will:

(1) Meet with MBL Physical Security Officer to get Security Brief.

(2) Get finger printed for Security Clearance (if needed) from G2, Building 468, for Fort Benning and coordinate with the VCSD/K Security Section at Fort Knox.

(3) Meet with MBL IMO, Room 244, to get Ft. Benning Network account and email account or the VCSD-K IMO section located in BLDG 2200. IMO will set up a computer if one is not already in place.

(4) Inventory and sign a hand receipt from supervisor for any MBL equipment.

(5) Read the Policy Memo 4-1 Civilian Employee Timesheets (Appendix A-6).

(6) Complete Project Officer Certification, Annex A-3. (If Applicable).

(7) Read the MBL SOP.

4. Military.

(1) Officers will give a copy of their ORB and the date of their last OER to the HQs Secretary. The new officer will schedule an Introduction appointment with the Deputy Director and provide a copy of the OER Support Form.

(2) NCOs will schedule an introduction meeting with the Deputy Director.

5. Government Service Civilians (GS).

(1) Schedule an introduction meeting with the Vice Deputy Director within 3 days of arrival to the MBL.

(2) Complete Evaluation Support Form within 30 days of arrival.

6. Civilian Contractors.

(1) Meet with MBL Physical Security Officer to get Security Brief.

(2) Request a Ft Benning/Knox Common Access Card through the Card Verification System (CVS) IAW Annex L.

(3) Out Processing. All MBL personnel will conduct the following prior to leaving or terminating employment.

1. All departing personnel must out-process through Admin.

2. Military personnel ETSing and civilians retiring will sign DA Form 2962 (Security Termination Statement) and complete the Security Debriefing Acknowledgement section of SF Form 312.

3. Military and civilians who are transferring to another installation/directorate will be given their security paperwork by Admin to hand-carry to their new assignment.

4. Clear hand receipt with supervisor and/or Logistics Officer.

5. Receive copy of Evaluation Report from HQs Secretary for Officers and HHC, USAIC, for NCOs.

6. Conduct out-brief with Director and/or Deputy Director.

A-3. Evaluations.

a. Officer Evaluations

1. All Officer Evaluation Reports (OERs) and rating schemes will be in accordance with AR 623-105, dated 17 Dec 04.

2. The MBL HQs Secretary prepares the rating scheme for approval from the Director or Deputy Director for Officers assigned to the MBL. The rating scheme will be reviewed changed as needed when officers arrive or depart the MBL. The updated rating scheme is posted to on the Ft. Benning Sharepoint (https://bennaOshrpt2/default.aspx) or the VCSD-K Sharepoint Main.

3. The rated officer will provide the Rater his/her DA 67-9-1 OER-Support Form (both electronically and hardcopy) complete with performance objectives to the rater NLT 30 days from assignment. The rated officer will subsequently complete the significant contributions to the DA 67-9-1, NLT 60 days prior to the OER close out date.

4. The rater is responsible for writing the draft DA 67-9 OER, to include providing the Senior Rater with both the officer’s OER Support Form and draft OER with proposed Senior Rater comments. Additionally, the rater is responsible for finalizing the OER once the Senior Rater comments are finalized/approved. Finally, the rater will ensure the officer evaluation is completed and processed through the Director’s Secretary in a timely manner to allow any outbound officers to have their OERs prior to PCS/ETS (at least 30 days).

5. The Officer rating scheme can be found on the MBL Sharepoint link below.

6.Website Connection: Ft Benning Sharepoint , https://benna0shrpt2/sites/MBL/default.aspx

b. Non-Commissioned Officer Evaluations.

1. All Non-Commissioned Officer Evaluation Reports (NCOERs) and rating schemes will be in accordance with AR 623-205, dated 15 May 02.

2. The MBL Headquarters will prepare the rating scheme for Non-Commissioned Officers assigned to the Directorate. The rating scheme will be reviewed monthly and changes will be posted on the Ft. Benning Sharepoint (https://benna0shrpt2/sites/MBL/default.aspx) or VCSD-K Sharepoint Main.

3. The rater is responsible for writing the DA 2166-7 NCOER and submitting a copy to the Reviewer. The rater will ensure the NCO Evaluation is completed and processed through the Support Division in a timely manner to allow any outbound NCOs to have their NCOERs prior to PCS/ETS.

4. The NCO rating scheme can be found on the MBL Sharepoint link below.

5. Website Connection: Ft. Benning, Sharepoint, https://benna0shrpt2/sites/MBL/default.aspx

c. Civilian Evaluations.

1. All civilian Evaluations and rating schemes will be in accordance with AR 690-400 dated 16 Oct 98.

2. Supervisors will conduct performance counseling within 30 days of the beginning of the rating period, again at the midpoint of the rating cycle, and any other times as required.

3. Civilian Rating Period is:

(1) GS 13 and above is 1 Jul – 30 Jun. The Evaluation Report is due to the Civilian Personnel Office (CPO) 30 days after the reporting period.

(2) GS 9 – GS 12 is 1 Nov – 31 Oct. The Evaluation Report is due to CPO, 30 days after the reporting period.

(3) GS 9 and below, the rating period falls on the individual’s birth month (12 month period). The Evaluation Report is due to CPO, 30 days after the reporting period.

4. The Civilian rating scheme can be found on the MBL Sharepoint link below.

5. Website Connection: Ft Benning, Sharepoint, https://benna0shrpt2/sites/MBL/default.aspx

A-4. Project Officer Certification

a. Purpose. This chapter provides guidance, standards, procedures, and requirements for Project Officer Certification of newly assigned personnel. The Maneuver Battle Lab leadership, at all echelons, will ensure newly assigned project officers have the necessary training to properly conduct Battle Lab missions. The required certification documents are driver’s license, defensive driver’s card, and a range control safety briefing identification card.

b. Requirements.

1. Licensing and Defensive Driver Card

(1) All personnel assigned to the Maneuver Battle Lab are required to have a valid state drivers license and defensive drivers card on their person before operating a government owned commercial vehicle under 1 ton.

(2) No driver will drive a government-owned or operated vehicle, above 1 ton, who…