Joint Officer Handbook

(JOH)

Staffing and Action Guide

Joint Staff, J-7 JETD

3

rd Edition 

August 2012
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This document is a training aid provided by the Joint Staff J-7 JETD as 

part of the Joint Staff Officer Project; the information included is from 

the combatant commands, joint publications, official websites of the 

Services, other cited government and public sources, and from 

individual research.

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Table of Contents

Introduction............................................................................................. 1

Section 1. Business and Professional Skills.......................................... 5

1.1 Job Knowledge: Roles and Responsibilities of a Joint Staff 

Officer ........................................................................................... 5

1.1.1 The Model Staff Officer ................................................... 5

1.1.2 The Joint Staffing Process (JSAP)................................ 12

1.1.3 Combatant Command Internal Taskings....................... 14

1.2 Developing Work Products ......................................................... 14

1.3 Time Management Requirements .............................................. 18

1.3.1 Tools.............................................................................. 18

1.3.2 Managing Daily Tasks ................................................... 19

1.4 Analytical and Critical Thinking Skills ......................................... 20

1.4.1 Problem Solving ............................................................ 20

1.4.2 Joint Staff Officer Critical Thinking Requirements......... 21

1.4.3 The Ideal Critical Thinker .............................................. 22

1.5 Communicating Effectively at Executive Levels and Across a 

Diverse Workforce ...................................................................... 27

1.5.1 Working with People...................................................... 28

1.5.2 Effective Writing Skills ................................................... 28

1.5.3 Effective Briefing Skills .................................................. 31

1.5.4 Practicing Good E-mail Etiquette .................................. 32

1.5.5 Facilitating Effective Meetings....................................... 34

1.5.6 Working with the Public Affairs Office ........................... 36

1.6 Understanding the Combatant Command Workforce and Partner 

Relationships .............................................................................. 43

1.6.1 United States Agency Partners ..................................... 43

1.6.2 Interagency Partners ..................................................... 48

1.6.3 The National Guard and Reserves................................ 56

1.6.4 Multinational Partners.................................................... 61

1.6.5 DOD Government Civil Servants - General Schedule 

(GS)............................................................................... 63

1.6.6 Working with Government Contractors ......................... 64

1.6.7 Working with the other Services.................................... 67
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1.7 Maximizing Technology Software and Hardware Capabilities in 

the Combatant Commands......................................................... 70

Section 2. Interpersonal Skills Requirements...................................... 79

2.1 Building Constructive Work Relationships in a Joint 

Environment................................................................................ 79

2.2 Teambuilding .............................................................................. 81

2.2.1 Principles of Teamwork ................................................. 81

2.2.2 Commander’s Decision Cycle ....................................... 87

2.3 Coordinating with other Directorates .......................................... 89

Section 3. Joint Military Knowledge..................................................... 93

3.1 Foundational Joint Knowledge ................................................... 93

3.1.1 Organization for National Security................................. 93

3.1.2 The National Intelligence Community ......................... 103

3.1.3 Department of Defense Organization.......................... 107

3.1.4 The Joint Staff ............................................................. 111

3.1.5 A Traditional Combatant Command Joint Staff 

Organization ................................................................ 126

3.1.6 Planning, Programming, Budgeting and Execution 

System (PPBES) ......................................................... 128

3.1.7 Types of Appropriations .............................................. 130

3.1.8 Joint Strategic Planning System (JSPS) ..................... 132

3.2 Joint Publication System .......................................................... 138

3.3 Joint Logistics ........................................................................... 141

3.4 Understanding the Organizations and Missions of the 

Combatant Commands............................................................. 146

3.5 The Unified Combatant Commands ......................................... 151

3.5.1 United States Africa Command (USAFRICOM).......... 153

3.5.2 United States Central Command (USCENTCOM)...... 158

3.5.3 United States European Command (USEUCOM)....... 165

3.5.4 United States Northern Command (USNORTHCOM) 170

3.5.5 United States Pacific Command (USPACOM)............ 177

3.5.6 United States Southern Command (USSOUTHCOM) 186

3.5.7 United States Special Operations Command 

(USSOCOM)................................................................ 193

3.5.8 United States Strategic Command (USSTRATCOM) . 212
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3.5.9 United States Transportation Command 

(USTRANSCOM)......................................................... 221

3.6 Authorities and Legal Requirements Affecting the Combatant 

Commands ............................................................................... 229

3.6.1 Code of Law of the United States................................ 230

3.6.2 Foreign Disclosure and Classification of Information .. 230

3.7 Knowledge, Organization, Capabilities and Business 

Practices of the Services .......................................................... 234

3.7.1 The Department of the Army ....................................... 234

3.7.2 The Department of the Navy ....................................... 238

3.7.3 The Marine Corps........................................................ 245

3.7.4 The Department of the Air Force................................. 248

3.7.5 The Coast Guard......................................................... 250

3.8 Effective Participation in Exercise Preparation and Planning .. 253

3.8.1 Joint Training Overview............................................... 253

3.8.2 Joint Training System (JTS) Overview........................ 258

Section 4. Critical Mission Areas for the 21st Century ...................... 265

4.1 Civil Support ............................................................................. 265

4.2 Foreign Humanitarian Assistance ............................................ 270

Section 5. Lifelong Learning.............................................................. 275

5.1 Joint Officer Development ........................................................ 275

5.2 What is lifelong learning? ......................................................... 276

Section 6. Useful Support Information and References .................... 283

6.1 Commander’s Critical Information Requirements Process ...... 283

6.2 Acronyms and Abbreviations.................................................... 286

6.3 Glossary of Terms .................................................................... 303

6.4 Comparative Ranks: Services and Government Civilians....... 352

6.5 Index ......................................................................................... 361
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List of Figures

Figure 1: Joint Staff Action Package Workflow............................... 13

Figure 2: Critical Thinkers Elements of Reasoning and Intellectual 

Standards......................................................................... 24

Figure 3: National Guard Bureau Relationships ............................. 56

Figure 4: Example B2C2WG........................................................... 85

Figure 5: Commander’s Decision Cycle.......................................... 88

Figure 6: Organization for National Security................................. 103

Figure 7: The Department of Defense Organization Structure ..... 108

Figure 8: Office of the CJCS ......................................................... 110

Figure 9: VCJCS Special Staff...................................................... 111

Figure 10: Joint Staff Organization ................................................. 114

Figure 11: J-1 Manpower and Personnel........................................ 117

Figure 12: J-2 Intelligence............................................................... 118

Figure 13: J-3 Operations ............................................................... 119

Figure 14: J-4 Logistics ................................................................... 120

Figure 15: J-5 Strategic Plans and Policy ....................................... 121

Figure 16: J-7 Joint Force Development......................................... 123

Figure 17: J-8 Force Structure, Resources, and Assessment ........ 124

Figure 18: Organizations Reporting to the Chairman of the Joint 

Chiefs of Staff ................................................................ 125

Figure 19: A Traditional Combatant Command Joint Staff 

Organization................................................................... 126

Figure 20: PPBES—Acquisition System......................................... 129

Figure 21: Typical PPBES Annual Cycle ........................................ 129

Figure 22: Joint Strategic Planning System Roles.......................... 133

Figure 23: Joint Strategic Planning System.................................... 136

Figure 24: Joint Publication Hierarchy ............................................ 138

Figure 25: Joint Core Logistics Capabilities.................................... 142

Figure 26: Combatant Command Reporting Organization ............. 146

Figure 27: Geographic Combatant Commanders’ AORs ............... 147

Figure 28: Chain of Command and Control .................................... 149

Figure 29: Combatant Command Information................................. 151

Figure 30: Combatant Commands and CCSAs.............................. 153
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Figure 31: USAFRICOM HQ Organization ..................................... 156

Figure 32: USCENTCOM Command Relationships ....................... 160

Figure 33: USCENTCOM HQ Organization.................................... 162

Figure 34: USEUCOM Command Relationships ............................ 166

Figure 35: NORAD and USNORTHCOM Organizations ................ 172

Figure 36: NORAD and USNORTHCOM Command 

Relationships ................................................................. 173

Figure 37: USNORTHCOM Headquarters Organizations .............. 173

Figure 38: USPACOM Command Structure ................................... 179

Figure 39: USSOUTHCOM Command Relationships .................... 188

Figure 40: USSOUTHCOM Internal Organization .......................... 191

Figure 41: USSOCOM Headquarters ............................................. 194

Figure 42: USSOCOM Missions and Collateral Activities............... 195

Figure 43: USSOCOM Command Relationships ............................ 198

Figure 44: USSOCOM Component Organizations ......................... 199

Figure 45: USSTRATCOM UCP 2011 Responsibilities.................. 213

Figure 46: USTRANSCOM Command Relationships..................... 222

Figure 47: USTRANSCOM Internal Organization........................... 225

Figure 48: The Joint Training System ............................................. 258

Figure 49: Joint Event Life Cycle .................................................... 262

Figure 50: Knowles’ Lifelong Learning Competencies.................... 280

Figure 51: Commander’s Critical Information Requirements 

Process .......................................................................... 284
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Introduction

Welcome to the joint staff officer community! This training handbook is 

aimed at helping you, the incoming joint staff officer, learn the basics of 

joint staff work, and quickly and effectively assimilate into your new 

environment. Each of the combatant commands recognizes that 

without proper training the learning curve for incoming joint staff officers 

is extremely long. 

This handbook—the Joint Officer Handbook (JOH)—has been 

designed to accomplish three important objectives:

 Reduce the learning curve of staff officers before and 

immediately upon arrival.

 Help staff officers develop a baseline of knowledge of each 

core competency deemed essential to staff officer job 

requirements. 

 Provide a reference guide for use during the joint assignment. 

As you use this handbook you will see the terms Joint Staff Officer 

(JSO), Action Officer (AO), and Staff Officer (SO) used 

interchangeably. All JSOs are not action officers, but all joint military 

AOs are JSOs; some government civilians, interagency 

representatives, and multinationals also serve in action officer roles 

throughout the combatant commands. The term staff officer is used as 

an informal term for both joint staff officers and joint action officers. 

The primary focus of this handbook is toward the action officer 

responsibilities for managing actionable taskers and all the associated 

related activities.

In March 2006, the Joint Staff and the combatant commands undertook 

an initiative to identify the requisite competencies for staff officer 

positions and to devise practical solutions to decrease the time 

between their arrival and when they are able to effectively perform their 

duties. This initiative commenced with a thorough study of numerous 

staff officers and leaders from all combatant commands. As a result of 

the findings and the recommendations of experts in joint training, fifteen 

core competencies have been identified as crucial to the success of 

joint staff officers. The Joint Officer Handbook focuses on both the joint 

content knowledge and the business and professional skills a joint staff 

officer needs to succeed. The joint competencies identified here are 

those applicable to and required of joint staff officers worldwide. For 
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AOs to be successful, according to senior leaders, effective business 

and professional skills are equally, if not more important than military 

operational knowledge.

Combatant commanders require that joint staff officers be proficient in 

the following core competencies:

 Competency #1: Understand the role(s) of a joint staff officer 

and perform work requirements consistently at a high level of 

proficiency;

 Competency #2: Understand the organization and missions of 

the combatant commands; 

 Competency #3: Exhibit joint and command-level mindset 

and knowledge and apply them to all work products and 

services;

 Competency #4: Be highly knowledgeable of his/her Service 

organization, capabilities, and business practices; 

 Competency #5: Be knowledgeable of authorities and legal 

requirements affecting the combatant commands; 

 Competency #6: Be knowledgeable of U.S. Government 

Agencies (State Department, Department of Justice, 

Department of Homeland Security, Department of the 

Treasury, etc.) and cognizant of their relationships with the 

combatant commands;

 Competency #7: Write, read, and conduct research at an 

advanced level appropriate for work in an executive 

environment; 

 Competency #8: Use well-developed strategic and higher 

order critical thinking skills for task assignments and problem 

solving;

 Competency #9: Exhibit excellent time management skills;

 Competency #10: Communicate effectively at executive 

levels and across a diverse workforce; 

 Competency #11: Build constructive work relationships;

 Competency #12: Effectively manage and lead in a diverse 

work environment (civilians, contractors, Guard and Reserve, 

Service Components personnel, interagency and multinational 

personnel);

 Competency #13: Maximize technology software and 

hardware capabilities;

 Competency #14: Effectively participate in exercise 

preparation/planning; and

 Competency # 15: Practice lifelong learning behaviors.
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The JOH is divided into six general categories that provide supporting 

information for the fifteen competencies:

1. General Business and Professional Skills

2. Interpersonal Skills 

3. Military Knowledge: Joint- and Service-Specific

4. Critical Mission Areas for the 21st Century

5. Lifelong Learning Skills and Behaviors

6. References and Supporting Information

Throughout the process of developing this program, senior leaders

have consistently pointed out that both the quality and proficiency of 

lifelong learning skills have a significant effect on the success of a staff 

officer’s ability to manage tasks in a combatant command; if the lifelong 

learning skills are well developed, the incoming staff officer can focus 

on learning the combatant command-specific information and the joint 

knowledge needed to manage daily tasks. Additionally, senior leaders 

say that staff officers need to fully understand and accept the 

requirements of the job. One of the first steps to success is for joint 

staff officers to fully understand what is expected of them, and to then 

learn and apply the correct skills and knowledge to meet or exceed 

expectations.

The JOH is provided to help facilitate your transition into the joint world. 

Although this 3rd edition is being provided only in an electronic version, 

it can also be printed and put in a small binder to fit into a briefcase, lay 

out on a desktop, or be carried in a large pocket. You are encouraged 

to download your own copy and add to the content—new chapters, 

samples, charts, maps, point of contact information, etc.—to keep it 

current for your needs, tailored to your job, and readily passed on to 

your successor.

The Joint Training Facilitator Specialist (JTFS) in your command’s 

training directorate will be the primary local point of contact for 

collecting information for the annual update and distribution of the JOH. 

You are encouraged to provide feedback, suggestions, updates and 

new content for future editions through your JTFS or by calling the Joint 

Staff J-7.
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Section 1. Business and Professional Skills

It is important for joint staff officers to understand the job—the role and 

the requirements—and to perform work requirements consistently at a 

high level of proficiency. In most cases, joint staff officers are not 

subject matter experts; rather, they are information integrators. They 

must be able to effectively find and condense masses of information 

into manageable packages for review by and decisions from senior

leaders.

1.1 Job Knowledge: Roles and Responsibilities of a 

Joint Staff Officer

1.1.1 The Model Staff Officer

Identifying competencies that both leadership and staff officers 

themselves see as important for meeting strategic goals helps define a 

job profile. Both senior leaders and staff officers identified the following 

requirements:

Staff officers must first develop a solid understanding of the role 

and work requirements of a joint staff officer before they can 

become proficient at it. They need to think in terms of broader 

objectives, without always focusing on their own functional areas. They 

need to develop and foster strong interpersonal relationships with other 

combatant command counterparts. They need a solid understanding of 

what questions a staff officer needs to ask, and then be capable of 

responding to taskers rapidly with an all-encompassing approach. 

They need to understand that their function is to identify a problem, 

analyze it, identify Courses of Action (COAs) and make 

recommendations suitable for the General Officer/Flag Officer (GO/FO)

level. One of the foundational skills needed is a good knowledge of the 

staffing process and the ability to construct a staffing package for 

submission to the chain of command. Joint staff officers need to focus 

on the quality of the package as well as the technical content rather 

than resorting to quantity of information included.

Staff officers must find and use accurate joint knowledge for 

working at the combatant command level. They need broad 

knowledge of joint doctrine; processes and procedures; an 

understanding of the U.S. Interagency (IA) and Non-Governmental 
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Organization (NGO) processes; and a better understanding of all 

phases of military planning, mission analysis, and operations from a 

strategic perspective. Knowledge of national-level guidance and how it 

relates to their job is essential. Since most staff officers at this level 

participate in some way in building budgets and submissions for 

funding, knowledge of the Planning, Programming, Budgeting and 

Execution System (PPBES) is important. 

Staff officers need a general understanding of the Service

components—missions and roles, how things are accomplished, 

Service component perspectives and procedures—and a thorough 

understanding of the Joint Staff. Command relationships with other

U.S. government agencies are both dynamic and complex; as such 

AOs should develop a good working knowledge of the missions, 

cultures, and products and services of those agencies represented 

within their respective combatant command. For those officers serving 

in the geographic combatant commands, an understanding of regional 

issues, host nation concerns, economic impacts, and multinational/cultural assessments is important, as well as Area of 

Responsibility (AOR) experience and cultural understanding. 

Joint staff officers should also understand the linkages between 

operational art and strategy, and align staff work with senior leaders’ 

guidance and perspectives.

Staff officers are required to use well-developed and varied 

interpersonal communication and collaboration skills. Improved

knowledge management and information sharing is essential for 

continuity of operations. Effective interpersonal communication skills 

are essential when working in a combatant command, especially when 

the combatant command is serving in a supporting role. Collaborative 

teamwork across directorates is key; it requires that staff officers get 

away from desks and e-mails to meet face-to-face with their 

counterparts in order to build networks with other directorates and other 

command partners, and generate more frequent cross-talk. Keeping 

fingers on the pulse of the command helps provide horizontal 

integration/synchronization, which is key for coordinating taskers. A 

willingness to share information and seek different perspectives from 

AOs within other divisions/directorates helps develop the best joint 

solutions to combatant command challenges. 

Staff officers require a good understanding of the ramifications of 

working in a diverse workforce. Staff officers must be cognizant of 

the various organizational cultures when managing and leading a 
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diverse workforce that includes active duty, reserve, civilian, contract, 

interagency, and multinational personnel. They need a solid 

knowledge of the civilian personnel system and the contractor 

regulations and their impact on accomplishing the mission.

Joint Staff Officers—particularly those assigned to the combatant 

commands—require a well-rounded understanding of geo-politics 

and geo-strategic issues within the commander’s area of 

responsibility. Military actions are only one pillar of options within the 

political process. Staff officers should be aware of how their actions fit 

within the larger scheme of influences within an AOR and within the 

U.S. government’s strategy. Also, few if any military actions will be 

unilateral in the 21st Century, and joint officers should understand the 

relationship with other actors, such as NATO, the United Nations, and 

combatant commands that border their own AOR.

Staff officers need business skills to adequately address task 

requirements. Working in a joint environment requires advanced

writing and speaking/presentation skills, exceptional organizational and 

prioritization skills, the ability to quickly and properly classify 

documents, and high proficiency in software and collaborative 

technologies. Products for consumption in the joint world need to be 

strategically focused.

Because of the quantity and complexity of issues, staff officers have to 

pay attention to a myriad of details; they must avoid incomplete 

staffing, overlooked issues and lack of coordination with 

directorates/offices. Working in a combatant command requires 

confidence in making decisions, taking a more questioning position to 

ascertain the most appropriate decision recommendation, and the 

willingness to not readily accept the first answer from someone—

analysis and logical thinking are critical to successful completion of task 

assignments.

Personal Attributes, Abilities, and Attitudes of the Model Staff 

Officer. Skills and knowledge alone are not enough. It is important to 

identify the attributes, abilities, and attitudes which make people 

successful; how skills and knowledge are applied may at times be more 

critical to success than the proficiency of skills and the degree of 

subject knowledge. The list below describes the attributes, abilities, 

and attitudes senior leaders describe as characteristic of highly 

effective and proficient joint staff officers:

 Maintains objectivity and sees the big picture. 
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 Is adaptable to any situation—open minded, flexible, 

resilient, and very adaptable to change.

 Is dynamic, with an outgoing personality—has a great 

sense of humor and uses it effectively; not so serious with self; 

has an infectious positive attitude; is able to get along with 

everyone; knows when and how to have fun without 

compromising character.

 Is professionally focused and career-minded.

 Is self-assured/self-confident.

 Exhibits a high degree of character—trustworthy, ethical, 

truthful, and reliable; is loyal, dependable, and morally sound; 

exhibits honor and moral courage.

 Is intelligent, bright, articulate, and mentally agile.

 Is conscientious/detailed/patient.

 Is candid/forthright.

 Uses common sense.

 Is even tempered/level-headed—not easily angered or 

flustered; calm under pressure; separates passion from 

emotion.

 Is selfless, modest; checks ego at the door—“doesn't care 

who gets the credit” attitude.

 Is sincere, thoughtful, and polite; treats people with 

respect; has a caring attitude. Shows maturity and 

perspective leading to empathy of the other side.

 Maintains balance in life—work, mission, family, and friends; 

has spiritual, physical, emotional, and social support to 

withstand a demanding lifestyle.

 Outstanding physical and mental stamina; is energetic.

Some attributes, abilities and attitudes may be difficult or impossible to 

teach (for example, common sense), but it is important to cite them in 

order to provide a full picture of the elements of success. Most of these 

can be taught, fostered, encouraged, and rewarded and are similar to 

those characteristics encouraged by the Services. 

The best staff officers can anticipate leaders’ requirements and they

understand the mission from the boss’ perspective. They keep wellinformed by reading professional journals, keep tabs on the 

Commander’s Critical Information Requirements (CCIRs), keep abreast 

of breaking news relating to the joint community (e.g., reading the Early 

Bird, a Department of Defense (DOD) publication: http://ebird.osd.mil/), 

develop a working knowledge of joint publications, and use combatantcommand specific knowledge management tools.
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According to the Joint Transition Course, taught at the Joint Forces 

Staff College, “the size, roles, and complexity of a combatant command 

require a large staff to support the commander with the thousands of 

required details and decisions for daily operations.” It is the staff’s job 

to provide information, advice, and recommended courses of action for 

a broad variety of topics so that the command team can make 

decisions. To accomplish this, staff officers must:

 Learn the commander’s policies and work within them;

 Keep the commander informed of pertinent information;

 Develop basic decisions into adequate plans;

 Anticipate future needs and draft tentative plans to meet 

them;

 Translate plans into orders, and transmit them to subordinate 

commands;

 Ensure compliance with these orders through constructive 

inspection and observation; and

 Supplement the commander’s efforts to ensure unity of 

effort throughout the command.

The Joint Staff and senior leaders within the combatant commands rely 

on staff officers for military advice. They expect AOs to speak up and 

give advice based upon their knowledge and experience and to know 

where to go within their respective Service components and/or

command organizations for required information.

For each task, a staff AO is responsible for:

 Developing, coordinating, and completing the required 

analysis, 

 Formulating recommended courses of action, 

 Presenting the courses of action for guidance and decisions by

leadership, 

 Preparing correspondence for implementing the decision.

Responsibility for a task ends only when the correspondence has been 

distributed or when leadership decides that no further action is 

required.

The 2008 Joint Staff Officer Study identified that effective staff officers 

practice certain behaviors on a daily basis. A good staff officer 

anticipates requirements well in advance. In order to do this, a staff 

officer needs to be knowledgeable of the combatant command’s 

missions, roles, and responsibilities and have a thorough

understanding of his or her directorate’s role in achieving them. Also, a 
10

good staff officer learns how and when to keep his or her supervisor 

informed. A staff officer learns how to do this in three ways: (1) directly 

asking the supervisor the preferred methods for keeping him or her 

informed; (2) asking experienced peers and colleagues; and (3) by 

observing the activities of leadership and other staff officers. Effective 

staff officers have the ability to pick up on the boss' comment and run 

with it without formal tasking.

For managing tasks effectively and efficiently on a daily basis, staff 

officers seek to:

 First, understand what senior leaders need at a strategic level

for tasks, and then use the appropriate format, method, or 

approach to deliver the final products.

 Understand the need-to-know—who should and should not 

be included for a tasker to be finalized.

 Understand the commander’s intent and the mission from 

his or her focus.

 Answer the requirement before it ends up in the in-box.

 Remain dedicated and focused on mission accomplishment.

 Maintain situational awareness.

 Present concise, succinct information and provide solid 

recommendations to decision makers (Issue + courses of 

action + recommendations).

Outstanding AOs distinguish themselves because they are able to 

express thoughts clearly (orally and in writing); cultivate a network of 

contacts, experts, and advisers; have developed mastery of their 

computer tools; understand the action process; and are extremely 

knowledgeable of the organization and how to move information 

through it.

Senior officers depend on staff officers to keep them informed, and to 

form well-reasoned and defendable positions and recommendations. 

Successful staff officers report that anticipating requirements and final 

objectives helps avoid surprises. They clearly define what is needed, 

ask for input from others in a timely manner, and have a clear 

understanding of the end results. They must also take the lead on an 

issue, thoroughly research proposed courses of actions, and provide 

multiple solutions/recommendations to senior leadership. 

In some cases, staff officers inherit complex and on-going tasks from 

their predecessors and sometimes a task received or inherited cannot 

be successfully closed during a current tour. In these cases, accurate 
11

documentation and the development of readily-accessible archives are 

essential.

Often a staff officer is the lead on an action for which he or she is junior 

in rank to the people needed to provide action or input. Rank should 

not be an issue when working through a task. In these cases being the 

lead means you, individually, are responsible for the successful 

processing of that particular task. Successful staff officers take 

personal ownership of a task from initial assignment completely 

through to conclusion.

Staff officers are constantly working under competing priorities, and 

there is rarely time to get everything completed as fast as others want. 

Staff officers have to be cautious to not overextend promises to 

complete everything in requested time frames. They must make 

choices about what is most important or critical for the command 

mission and then use time and efforts where they will have the most 

impact. It is imperative that the staff officer keeps his or her supervisor 

informed of these scheduling conflicts and resolves them to the 

satisfaction of the chain of command.

Objectivity is key for a staff officer in seeking solutions to problems—

the obvious solution may not be the correct solution. As the Joint 

Forces Staff College (JFSC) Pub1, The Joint Staff Officer’s Guide 

2000, points out, “gut feeling,” though not a formally recognized 

methodology for problem-solving, can be a valuable asset in staff work. 

Analytical methods and automated systems are tools that help to 

present data related to the problem, but people must make the final 

decisions. Unquantifiable factors must be considered including law, 

morals, ethics, aesthetics, politics, culture, and history that can have a 

significant impact on courses of action, and may play an important role 

in the final decision.

The staffing process is based on communication, coordination, and 

collaboration. Sometimes “No” is an interim response, so if you are 

unable to meet a suspense date, request an extension. Staff officers 

can create channels for open communication by:

 Asking for a back brief on meetings not attended;

 Keeping your supervisor informed continually—actions move 

too fast to wait until it is convenient;

 Knowing when issues need to be worked out face-to-face and 

following through;

 Following up with your peer AOs and other points of contact;
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 Keeping notes in the action folder on issues affecting each 

tasking package.

Some common mistakes to avoid include the following:

 Presenting an opinion as policy—An AO is a part of a staff 

and a staff operates as a team;

 Mixing classified and unclassified documents—Pay close 

attention to the guidelines for handling classified documents;

 Forgetting that email and internet use are not private;

 Failing to thoroughly staff an action;

 Failing to complete an action by the suspense date or 

when necessary, obtaining an extension to the suspense 

date.

Senior leaders identified the following time management behaviors and 

activities the exceptional staff officer consistently demonstrates: 

 Understands time and uses it effectively;

 Understands the timing requirements of staff work and 

coordination;

 Successfully manages multiple tasks;

 Gets the job done on time, completed accurately;

 Exhibits flexibility in selecting approaches, is not rigid or 

didactic;

 Adjusts personal experiences to other paradigms;

 Manages ever-changing requirements;

 Thinks and adapts quickly to unforeseen requirements, tasks, 

and research outside area of expertise;

 Is detail-oriented, and follows through to completion of task;

 Maintains the flexibility to change course if the situation 

requires;

 Prioritizes tasks to meet work requirements;

 Archives important information for ready access;

 Uses tools and technologies well for managing work activities.

1.1.2 The Joint Staffing Process (JSAP)

A prime responsibility of AOs is to work action packages using a 

tasking management system—either the Joint Staff Action Processing 

(JSAP) system in the Pentagon or the command-selected tasking 

management tool within each CCMD. AOs develop executive 

summaries, letters, memoranda, and other documents in response to 

taskings from the Joint Staff and/or CCMD leadership and they then 
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coordinate actions among directorates, Services, combatant 

commands, and government organizations. Figure 1 shows the flow of 

a tasker once a staff officer receives it.

Figure 1: Joint Staff Action Package Workflow

Actions require one or more directorate’s position or response to 

issues or questions originating with the SECDEF, the general public or 

other government, military or civilian organizations.

Action Packages are electronic folders containing documents 

pertinent to the action. A package typically consists of the documents 

that initiated the action and the documents that respond to the action. 

There are four basic types of action packages:

 SJS (Secretary Joint Staff) packages are actions requiring a 

response from the Joint Staff Top 5 (CJCS, VCJCS, ACJCS, 

DJS, or VDJS.) or the designated top leaders within each 

combatant command. For the Joint Staff the Assignment and 

Control Branch is responsible for creating electronic action 

folders and assigning these actions to the appropriate J 

directorate for response. SJS packages will always include: (1) 

a tasker; (2) an electronic .pdf or .tif file containing information 

to include the subject of the action, suspense date, and any 

original letters, memoranda, or messages addressed to the 

target command leaders.

 J Directorate (Joint Directorate) packages are initiated within 

a directorate. Directorate Executive Officers (XOs) (also called 

MilSecs) are responsible for creating electronic action folders 

for these actions at the request of Action Officers or Division 

Chiefs.
14

 CPC (Chairman’s Public Correspondence) packages are 

actions that require a CJCS response to a letter or inquiry from 

the general public. The CPC Branch typically responds to 

these actions, although input from Action Officers may 

sometimes be necessary. Within your combatant command 

check with your SJS to determine what group is responsible for 

the CCDR’s public correspondence.

 FOIA (Freedom of Information Act) packages are responses 

to requests made by the public for documents produced by a 

federal agency. For the Joint Staff, these requests are usually 

addressed to OSD who then assigns cases with Joint Staff 

equity to the FOIA Branch of the Information Management 

Division (IMD). IMD and Joint Staff Directorates review the 

documents making release/redaction recommendations in 

accordance with the FOIA, Executive Order 12958, as 

amended, and the Privacy Act, as applicable. Once 

completed, the packages are returned to OSD for other agency 

concurrences or released to the requestors. Within your 

combatant command check with the SJS to determine how to 

handle FOIA packages.

1.1.3 Combatant Command Internal Taskings

The majority of the taskers an AO works will be internal combatant 

command actions. Each combatant command has a Secretary Joint 

Staff (SJS) in charge of the staffing process who determines commandspecific tasking processes and requirements. All of the combatant 

commands provide some initial training on the command-specific 

tasking management tool, internal staffing processes, required formats 

and templates—all of which differ from those of the Joint Staff. 

Additionally, most combatant commands have some form of an Action 

Officers Guide which provides command-specified instructions and 

formats and is stored on a local directory.

1.2 Developing Work Products

The majority of your time will be spent providing information in written 

form—predominantly staff action papers and related briefings. 

Combatant commands usually have AO tool kits on line with forms and 

templates. Check with your directorate to identify format requirements 

for each type of product. Compiling a sample book of accepted formats 

within your command will be time-saving. However, formats change 

over time, so ensure the format you are using is the most up-to-date.
15

Although there are a broad variety of products AOs may be required to 

create some of the most typical staff action products, such as: 

information papers, discussion or position papers, coordination papers, 

decision papers, staff studies, letters, messages, and estimates. A 

brief description of each follows.

Information Papers: used to pass information up the chain of 

command, to pass information between staff offices when no reply is 

expected, and to issue directives to directors and chiefs of special staff 

offices. The three most common types are:

 Fact Sheet: a one-page document for a rapid update on a 

specific topic with which the user is familiar; used to update the 

combatant commander returning from trips, furnish material for 

a Congressional hearing, submit material for briefing books for 

a trip, or answer a query. 

 Memorandum for the Record: a one-page document used to 

record an event or action taken which would otherwise not be 

recorded, such as meeting minutes, a telephone conversation, 

or a one-time information source.

 Memorandum: normally one-page; enclosures (e.g., 

itineraries, schedules) may be attached; usually are informal 

notes to individual staff members as part of routine business.

Discussion or Position Papers: short outline guides for discussions 

during consultations, meetings, and command visits; often substantiate 

the command position, opposition to other command views, questions, 

or any other material potentially useful in discussions. Typically the 

Joint Staff recognizes three types of discussion or position papers in 

their internal processes:

 Position Paper: summarizes an issue (including its status, 

any recommendations), in simple, narrative style using direct, 

active voice; no more than two pages long; the knowledge level 

of the intended user should determine the level of detail 

provided;

 Talking Paper: is prepared in “bullet” format, primarily as a 

guide for discussions for an audience familiar with the subject; 

 Information Paper: conveys information in preparation for a 

meeting or briefing; facts are to be presented in clear, concise 

wording using “tick” and “bullet” format. 

The combatant commands use four general categories of discussion or 

position papers:

 Point Papers: often used as guides in discussions outside the 

command; should not exceed two pages, with a preferred 
16

abbreviated sentence structure, often compiled into books for 

use during trips, command visits, discussion with visitors, and 

conferences; 

 Position Papers: present the command position on 

unresolved issues, with necessary background information to 

justify that position and to refute contrary views; may include a 

talking paper as an enclosure to assist the user if a discussion 

is anticipated;

 Discussion Papers: often prepared for subjects for which 

discussion could be initiated to obtain views or decisions, 

extend a recommendation, emphasize a command position, or 

other appropriate reasons; a good discussion summary advises 

the commander about the discussion objectives, subjects to 

avoid, and the recommended position to take;

 Background Papers: provide chronological background data, 

current status, and actions to be accomplished for a particular 

problem or subject; often used as backup and background 

material for members of the command group and staff at 

meetings and conferences, and during visits; if practical, should 

be limited to one page using a condensed outline style, rather 

than complete sentences and paragraphs to achieve brevity 

and clarity; enclosures or tabs may be included to provide 

additional information.

Coordination Papers: used to coordinate routine actions within the 

staff:

 Summary Sheets: means of communicating with the various 

elements of a staff. The Joint Staff uses Form 136, Joint Staff 

Action Processing Form, a specialized summary sheet

indicating the level of staff and Service coordination that has 

taken place for the accompanying action paper. Each of the 

combatant commands uses its own summary sheet; check with 

your SJS.

 Staff Summary Routing Sheets: standard multipurpose 

forms that serve as referral slips, memoranda, summaries of 

action, and permanent records of the internal coordination on 

an action. Action papers are often forwarded under such 

sheets, as are copies of routine correspondence submitted for 

information.

Summary and Staff Summary Routing Sheets are usually processed 

electronically; although some taskers may be assigned person to 

person, staff officers establish an electronic trail such as emails, 

appendices and attachments.
17

Decision Papers: used to present staff recommendations for decision 

and/or formal approval:

 Summary Sheets: (generic) must clearly state the problem or 

action requiring decision, the limitations affecting the solution, 

logical courses of action that could be followed, effects of the 

various courses of action, and the recommended action to be 

taken; must include the substantive points necessary to reach 

a logical decision without excessive recourse to enclosures or 

the study they summarize. 

 Action Summaries: memoranda, preferably no more than 

one, single-spaced page that accompany correspondence or 

messages to be signed or released; contain the problem, facts, 

discussion, and conclusions. A recommendation drawn from 

the attached correspondence or message is clearly stated as 

the last element.

The Staff Study: a formal paper following a prescribed format, 

primarily used for administrative and managerial problems where 

operational considerations are not immediately involved; lists 

conclusions and recommendations on a specific, clearly stated 

problem; follows a general problem solving process; develops an 

analysis of a problem, leading to recommendations for its solution.

Letters: often the recommended action; is attached to a decision 

paper for approval, signature, and dispatch.

Messages: some actions may recommend dispatching a message, 

which may be transmitted electronically, or by mail or courier, 

depending on requirements for speed of delivery and security. 

Precedence categories indicate the relative order in which a message 

is processed in the telecommunications system and the speed with 

which it must be handled during internal headquarters processing. 

MIL-STD-6040, Department Of Defense Interface Standard: United 

States Message Text Formatting Program, provides the details and 

process for sending messages. 

Estimates: when there are no clear or feasible solutions to an 

identified issue, the commander needs the best available estimate of 

how to proceed—and often must have it in a short time. For these 

situations the estimate of the situation, the operational counterpart to 

the staff study may be called for. It has two distinct categories: the 

Commander’s Estimate (of the Situation) and the Staff Estimate. Joint 

Publication 3-0, Joint Operations, Appendix B; Field Manual (FM) 101-

5, Staff Organization and Operations; and JFSC Pub 1, The Joint Staff 
18

Officer’s Guide, Chapters 4 and 5 provide specific details for preparing 

estimates. (Ref: JFSC Pub 1)

1.3 Time Management Requirements

Staff officers sometimes have a difficult time understanding there is no 

administrative support for their job—you are responsible for every 

aspect of managing each tasker assigned and for providing accurate 

and timely input to other personnel for the taskers being managed. 

One of the most significant aspects of staff work is the constant 

demands on a staff officer’s time. Work time will be devoted to 

research and writing, preparing and presenting briefings, attending or 

facilitating meetings, and coordination of taskers. Although you may 

have little control over the pulls on your time, excellent organizational 

skills, self-management, and expert use of technical tools will help your 

productivity. Because the types and pace of work and the level of 

response required may be different from your prior experience, the 

following tips may be helpful.

1.3.1 Tools

Microsoft®is the standard suite of tools used for staff work—particularly 

Outlook, PowerPoint, Word, and Excel. The better you can use these 

tools, the more efficient you will be. Even if you think you already have 

good skills, the more mastery you have, the better your time 

management/productivity will be. Check with your post/base Microsoft®

training group to take a Microsoft®proficiency test. Taking a refresher 

or update course either prior to or immediately upon arrival will help 

make your transition easier.

Other joint-specific technology systems may be required in your job—

some you may use often and others infrequently. Check with your 

supervisor early in your assignment to identify what systems you will be 

required to use on a regular basis and see if training is available, if you 

must learn from your peers, or if you must learn by yourself. Become 

familiar with video-teleconferencing and any Personal Computer (PC)-

based communication tools, shareware, and combatant command 

directories where information is stored. Make a special effort to learn 

your tasking management system early in your assignment. Try to 

improve your skills on the systems or get formal training before it 

becomes task-critical. 
19

1.3.2 Managing Daily Tasks

The pace of daily work is rapid and the volume of tasks to manage is 

significant. Developing your time management skills will help you 

significantly in the execution of assignments. The following are some 

tips for you to consider:

 Know your most productive time of the day. Are you a 

morning or an afternoon person? When possible, approach 

your most complex and most mundane tasks during your peak 

period when your focus is best.

 Prioritize your tasks. One way is to use the ABC approach to 

prioritize each task: “A” for As Soon As Possible (ASAP)—

highest priority, must do now; “B” for burning, but not yet 

critical; “C” for can do later. Your priorities may change several 

times during the day—just recode work and follow through. 

Often, senders will label every task as critical; you must use a 

triage approach to determine those which are the most

critical—Are they time sensitive? Mission critical? Leadership 

sensitive?

 Develop a well-organized approach to managing taskers

using Microsoft® Outlook. Take time to file electronic 

documents and e-mails to appropriate folders as you complete 

a stage for each task.

 Keep e-mails as brief as possible and copy only those who 

need to be included. This should reduce the number of emails you receive in return. File only those e-mails needed for 

legal or tracking purposes in related folders.

 Use the phone to reduce the number of e-mails for 

yourself and others.

 Delete extraneous versions of documents. 

 Create two reading folders—one for electronic journals, 

articles, research; and one which is portable for paper—

journals, print-outs, articles, etc. Try to set aside an hour or 

two during each week for your professional reading.

 Find your best ways to manage stress and practice them. 

For some, physical training helps thinking processes and 

reduces stress. For others finding a quiet place to relax even 

for 10 minutes is helpful. Reasonable breaks can help you be 

more productive and reduce errors.

 Using a timer (e.g., your watch alarm) helps focus, pacing, 

and development of task standards. For example, spend 

the first 15 minutes of the day setting a priority list, an hour 

working on your most critical task, then the next hour for emails, etc. Develop a routine that best helps manage workflow.
20

 Beware of the perfectionist syndrome; sometimes the 80% 

solution is sufficient.

 Set a time and the criteria for decision-making for taskers, 

and then follow through.

 Treat your work as a project. If you have access to 

Microsoft®Project or other project management tools, they can 

be helpful in tracking multiple elements of a job. Although 

these tools require training and constant updating, they can be 

very helpful in the organization, prioritization and tracking of 

taskers.

Other staff officers have recommended two widely-used books for your 

personal library, Dr. Ken Blanchard’s One Minute Manager, and 

Stephen Covey’s 7 Habits of Highly Effective People. 

1.4 Analytical and Critical Thinking Skills

Joint staff officers need to be adept at analyzing situations and applying 

appropriate problem-solving skills in order to provide organized, 

coordinated, and well thought-out inputs to questions and taskings. 

Staff officers who understand the combatant command’s strategic 

mission logically place task assignments in context and identify courses 

of action that will more effectively meet the goal to provide sound 

solutions. Staff officers need to be able to accurately analyze their 

workloads to determine priorities by importance; to frame each problem 

in context; and to answer the “who, what, when, where and why”

questions.

1.4.1 Problem Solving

The traditional six-step problem solving process is used in all types of 

professional organizations:

1. Identify and clarify the problem to be addressed;

2. Analyze the problem and its causes; 

3. Identify and assess ramifications of potential solutions; 

4. Select and plan the solution; 

5. Implement the solution; 

6. Evaluate: Was the Problem Solved? 

Many problem-solving techniques exist—far too many to list here. 

Some of the most widely used include:

 Brainstorming: a group technique designed to generate a 

large number of ideas for solving a problem or addressing an 

issue.
21

 Systems Thinking: an approach that looks holistically at a 

problem. How does this one problem impact the entire 

organization? What are the ramifications of each proposed 

solution on the organization?

 Cause and Effect Diagrams: combines brainstorming with a 

concept map (Fishbone and Ishikawa charts). The four major 

steps include (1) writing a detailed description of the issue to 

be addressed, to include how often it occurs, where it occurs, 

and the people involved; (2) identifying the major factors 

contributing to the problem (can be technical systems, 

suppliers, individuals, external factors, etc.) and charting them 

on a concept map to identify causes; (3) identifying causes—

for each factor identified in step 2 identify possible causes and 

expand the concept map; (4) analyzing the concept diagram, 

discussion and determination of further actions which might 

require on-site visits, surveys, discussion groups, further 

research.

 Mind Mapping: used to represent items (ideas, tasks, 

problems) linked to and arranged radially around a key word or 

idea to help participants avoid hierarchical problem solving 

approaches and instead, think conceptually and relationally; 

sometimes called radial or tree structures. 

 Affinity Diagrams: ideas collected randomly from group 

members without any censoring then organized into related 

categories; can be used to:

o Organize large amounts of information into common 

themes;

o Identify new connectivity between ideas and information;

o Brainstorm root causes and solutions to a particular 

problem. 

1.4.2 Joint Staff Officer Critical Thinking Requirements

As a joint staff officer, you will constantly be required to apply critical 

thinking skills to your daily work. Senior leaders point out that for 

working in the combatant command environment staff officers need to 

be able to:

 Question and not be intimidated by authority;

 Get outside comfort zone, push boundaries;

 Provide data and reasoning behind position taken;

 Think consistently at a strategic level, understand the strategic 

landscape, and develop work products with a strategic 

perspective;
22

 Use available resources to maximum extent;

 Work through obstacles—do not let them halt your efforts;

 Develop an appreciation for second- and third-order effects;

 Think creatively, clearly;

 Know when he/she has the right information;

 Exhibit willingness to challenge the status quo as needed;

 Be proactive in anticipating requirements and questions;

 Think in parallel;

 Generate new ideas and think “outside of the box;”

 Actively listen to all advice before making decisions, then use a 

“fire and forget” mode.

Experts say that critical thinking skills can be learned and that there is a 

significant correlation between critical thinking ability and reading 

comprehension. Critical thinking is the process of making thoughtful 

judgments to respond to situations, answer questions, solve problems, 

and address issues. Critical thinking is based on experience, research, 

observations, and input from others; it is the process of making 

decisions for what to believe or do in a given situation or to solve 

problems, answer questions, and address issues. 

1.4.3 The Ideal Critical Thinker 

The following information concerning critical thinking skills is taken from 

the Air War College Gateway, Critical Thinking Section, 

http://www.au.af.mil/au/awc/awcgate/awc-thkg.htm, and is a 

summarization of an article from the Lance Armstrong Foundation, 

Livestrong.com, at http://www.livestrong.com/article/14710-overview-ofcritical-thinking/.

In general, the ideal critical thinker is characterized by how he or she 

lives and approaches life—there has to be a willingness to see 

ambiguities, multiple potential solutions to a problem, recognition that 

few answers are black and white, and an interest in exploring the 

possibilities. Shared characteristics of good critical thinkers include:

 Inquisitiveness about a wide range of issues;

 Concern to become and stay well-informed;

 Alertness to opportunities to use critical thinking;

 Self-confidence in one's abilities to reason;

 Open-mindedness about divergent world views;

 Flexibility in considering alternatives and opinions;

 Understanding the opinions of other people;

 Fair-mindedness in appraising and reasoning;
23

 Honesty in facing one's own biases, prejudices, stereotypes, 

egocentric, and sociocentric tendencies;

 Prudence in suspending, making, altering judgments;

 Willingness to reconsider and revise views;

 Clarity in stating a question or concern;

 Orderliness in working with complexity;

 Diligence in seeking relevant information;

 Reasonableness in selecting and applying criteria;

 Care in focusing attention on the concern at hand;

 Persistence through difficulties;

 Precision to the degree permitted by subject and 

circumstances.

Colonel W. Michael Guillot, in his article, “Critical Thinking for the 

Military Professional,” Air & Space Power Journal - Chronicles Online 

Journal, (17 Jun 04) provides the Paul model (as depicted in Figure 2) 

as a reference for how critical thinkers use their thinking capabilities for

real world issues. Critical thinkers that apply these elements and follow

these standards are able to make “reasoned judgments.” The Paul 

model offers practical guidelines for joint staff officers, who must 

constantly use their critical skills to determine priorities, collect and 

validate information, and make sound recommendations to senior 

leadership for courses of action on a number of military issues.
24

Figure 2: Critical Thinkers Elements of Reasoning and 

Intellectual Standards

Purpose of the Thinking: The critical thinker looks deeper for the 

essential motive or purpose in each situation attempting to eliminate 

false purposes. However, deliberate false purposes are used during 

war, often as part of an information operations campaign. The key is 

being able to differentiate between self-deception tendency (false 

purposes) and planned deception operations.

The Question: As questioning is the most important element of critical 

thinking, a critical thinker must first accurately define the problem or 

question to be addressed. Three types of questions are typically used: 

questions of fact, questions of preference, and questions of judgment. 

As Colonel Guillot points out, for strategic leaders, questions of 

judgment (which require reasoning skills) present the greatest 

challenge. A sample question of judgment with respect to the military 

would be: What is the best way to fight terrorism? 

Information: A critical thinker must take a systems approach in 

determining how information is linked. When there is an 

overabundance of information, a critical thinker must determine what 

information is most vital and then must make a judgment as to the 
25

quality of information selected. Paul identifies three ways the mind 

gathers information: 

 Inert information: useless—mind clutter;

 Activated ignorance: dangerous—using false information as

truth;

 Activated knowledge: powerful—truthful information that 

leads to greater understanding and wise decision-making.

Guillot points out that during wartime, history has shown strategic 

leaders often feel as though there is a lack of actionable information, 

which can “lead to strategic indecision.” He also cites military strategist 

John Boyd who believed effective organizations make decisions with 

information available at the moment, and they avoid getting bogged 

down in information overload. 

Concepts: The most powerful element of critical thinking is conceptual 

thinking, which takes an idea or object and makes it comprehensible—

the foundation of “out-of-the-box thinking.” Non-critical thinkers, 

however, stay bogged down in their current concepts and are unable to 

change their approaches to problem solving. At the strategic level, the 

inability to think in new and different conceptual ways can be “strategic 

surprise or strategic disaster.” Guillot uses September 11, 2001 as an 

example to show how the concept of ‘a missile’ or ‘bomb’ changed and 

how that altered concept changed our approaches for defense.

Interpretation and Inference: Conscious thought processes that draw 

a conclusion—good or bad, true or false, logical or illogical—from 

interpretation of assumptions. Critical thinkers are very careful to first 

evaluate and interpret available information and to then determine the 

validity of the assumptions, thus avoiding the dangerous situation of 

“jumping to conclusions”.

Assumptions: An assumption can be either a subconscious belief or 

an explicit conscious statement of belief. Value-based assumptions 

are constructed on how an individual believes the world should 

function, whereas descriptive assumptions are focused on how the 

world actually is. Guillot points out that relying on faulty, subconscious 

assumptions leads to inaccurate conclusions and cites the 2001 

anthrax scare as a faulty assumption—one where people assumed that 

terrorism in the U.S. was carried out by Arabs or Muslims. 

Points of View: Critical thinkers look at situations from several 

perspectives as well as from different domains (specialized areas) of 

thinking. For instance, critical thinkers may look at terrorism from a 
26

security domain, from a political domain, a legal domain, or a 

combination of the three. Guillot identifies critical thinking 

organizations as those which are not opposed to divergent thinking, but 

instead invite different perspectives and operate without letting a single 

point of view distort or exclusively dominate the thought processes. 

Examining issues from different points of view supports a critical thinker 

working in a strategic environment to better understand the 

environment and clarify inconsistencies and ambiguities. 

Implications and consequences: Implications are what is expected 

to happen before a decision, whereas consequences are what actually 

happen after the decision—the possible, probable, and inevitable. 

When thinking about implications, first consider all the reasonable 

possibilities—best-to-worst case scenarios. Guillot says:

“At this point one has developed the total expected implication 

set. It follows that if this set is comprehensive, it will include 

the consequences of an action. Next the critical thinker should 

consider which implications are most probable in a scenario. 

Finally, identify any implications that are inevitable given the 

situation. This kind of futures analysis is more than simple 

guessing. It forces one’s thinking to focus on ends. From here 

the critical thinker can easily compare possible implications

and probable implications with expectations of what will 

solve the problem or address the issue at hand. The critical 

thinkers expectations become the fourth part of implications: 

what is a ‘required’ implication given the current problem or 

scenario.”

Critical thinkers, according to Guillot, apply the standards of clarity, 

accuracy, precision, relevance, breadth, depth, logic, significance, 

and fairness to each of the elements of reasoning as listed in figure 2 

to establish a more reasoned, valid pattern of thinking:

 Clarity—the gateway standard, which makes comprehension 

possible. The critical thinker clearly understands each element 

(Figure 2) before moving toward identifying usable solutions. 

The best approach for applying the standards to an individual 

element is to ask a question related to the standard (see 

examples that follow).

 Accuracy—is this element accurate and truthful? How and 

where do I verify this information? 

 Precision—this standard is used to help refine information. Is 

this precise enough for decision-making? Could this 

information be more exact?
27

 Relevance—helps focus thinking on the parts of a scenario 

relative to the question or decision at hand. How is this 

relevant? What is its priority?

 Breadth and Depth—the two standards most closely related; 

together are complimentary. Is this informational element too 

narrow or too shallow? Is there breadth in the point of view, 

concepts, and implications? Is there sufficient depth in 

information, concepts, assumptions, and questions? Do I have 

a broad enough view with sufficient detail on the second and 

third order effects?

 Logic—requires reflection and reconsideration—a skeptical 

look—of any conditional statement or information. Does this 

make sense? Does this opinion track with the available proof? 

 Significance—seeks to highlight what applies to a situation as 

well as what is most important and to help prioritize 

information, point of view, concepts, and implications, basically, 

the first step toward planning.

 Fairness—based on personal bias, personal motives, and 

ethical decision-making; seeks to prevent egocentric thinking 

and self-deception. As to the fairness of a decision, a critical 

thinker asks, “Have my selfish interests distorted my thinking? 

Is the proposed decision fair to all concerned?” 

For more details and examples, go to the Air War College website to 

read Colonel Guillot’s full article with more details and specific military 

examples: http://www.airpower.au.af.mil/airchronicles/cc/guillot.html. 

1.5 Communicating Effectively at Executive Levels

and Across a Diverse Workforce

Staff officers must continuously interact with other people to complete 

tasks; sometimes they are the one asking others for information and at 

other times are the suppliers of information to peer directorates, the 

Joint Staff, and other combatant commands. Practicing collaborative 

and effective communication, both oral and written, will facilitate all 

aspects of an AO’s daily work life. While there will be some staff 

members who do not follow the rules of collaboration, it is important to 

remember that an effective staff officer uses a highly collaborative 

approach and practices exceptional interpersonal skills when working 

with others, even when faced with difficult tasks or difficult people. 
28

1.5.1 Working with People

First, effective joint staff officers are neither Service-biased nor militarybiased; they are able to work effectively with people, regardless of 

affiliation. Often a staff officer is the only military person represented in 

a group or team. At times the joint staff officer must lead or participate 

in actions when the military is not the lead or authority for a particular 

issue. Staff officers will have to interact, brief, and communicate with 

personnel from other government agencies, with allies and other 

multinational partners, with the other Services, with the Guard and 

Reserves and with contractors. Staff officers must learn to work above, 

below, and without rank and be able to network across higher level 

staffs.

To communicate effectively across such a diverse workforce, joint staff 

officers need to be diplomatic, supportive, well-spoken, and open in 

communications. They must be willing to get out of the chair and talk 

face-to-face rather than always relying on email and the phone; they do 

not use e-mail as an avoidance tool. Good staff officers use focused 

listening skills, and build strong networks of peers and subject matter 

experts. They work effectively and are able to facilitate working groups 

and cross-directorate meetings to solicit inputs, problem solve, 

determine action items, and get commitments/dates and follow-up.

1.5.2 Effective Writing Skills

Effective staff officers know how to write coherently, succinctly, and 

strategically for an executive level audience. For each task assigned, 

staff officers should clearly understand for whom they are writing and 

exactly what type of document and information they are providing.

Staff officers are required to condense large amounts of information 

and then provide written documents that present clear, concise 

thoughts on issues. Part of the challenge is deciding the appropriate 

level of detail for the senior leadership; experienced colleagues can 

usually provide assistance. 

Staff officers are required to provide written courses of action (COAs)

and key recommendations to senior leaders, as well as provide the 

data and reasoning behind proposed actions. This requires solid logic 

and reasoning skills—for analyzing the problem and selecting the 

solution—and clarity in all written text—reducing complex or technical 

jargon to easily understood language. 
29

Senior leaders also want to see attention paid to the quality of 

products—for example, original content rather than cut-and-paste; and 

end products that require little-to-no edits. Use built-in spelling and 

grammar checking software features and also allow time to proofread 

and edit highly visible or widely circulated reports for usage and style.

Keep the following precepts in mind as you begin to write:

 Know your reading audience. Are you writing for decision 

makers? For subject matter or technical experts? Profiling the 

reading audience first will help determine the level and types of 

details that should be included.

 Have a clear understanding of the purpose for writing. Is it to 

inform? To report an incident or results from a meeting? Is it to 

provide background information? To lead to a decision? 

Understanding the end objective will help you in selecting the 

appropriate types and amounts of supporting information.

 Collect, read, and validate your references. This will help you 

identify the supportive elements you need to include in your 

written end product. The first step is to find relevant, valid 

information—check your sources carefully! Use official 

sources—those designated by DOD, the Joint Staff, and the 

Services, subject matter experts, and factual data from vetted 

sources. When needing a definition, for example, Webster’s 

Dictionary—a juried source—is preferable to Wikipedia, a nonpeer-reviewed source.

 Create an outline before you start writing. Draft your objective 

statement, and list the supporting elements that will substantiate 

the writing purpose. Draft a concluding statement. List any 

attachments or appendices you will need to include. List your 

references.

 Use appropriate formats and styles for specific products. 

Each combatant command has specific templates and formats for 

the broad variety of written products required. Check with peers 

and colleagues to locate where and how these are archived; 

most offices keep hard copy samples as well as having templates 

stored on command directorates.

 Be conscious of the use of acronyms and abbreviations. If 

possible use sparingly—but when needed, provide the source 

words. Your reading audience will consist of individuals from 

many different organizations, so do not assume that acronyms 

and abbreviations are “common knowledge.” Between Services, 

the same acronym or abbreviation can have different meanings.
30

The military follows the BLUF approach—bottom line up front. The 

Department of Army Pamphlet 600-67, Effective Writing for Army 

Leaders, offers some general guidelines as follows that can serve as 

practical tips:

General Style Rules:

 Put the reason for writing, the recommendation, or the 

conclusion of your research in the first or second sentence.

 Write in active voice.

 Use short sentences, generally 15 words or less.

 Paragraphs should be no more than 1 inch deep.

 Use correct spelling, grammar, and punctuation; use Word’s 

spell check and grammar check, remembering that it will not 

catch errors such as using “there” for “their.”

 Use, “I,” “you,” and “we” as subjects of sentences.

In addition to the six style items above, when revising your work, 

check for the following:

 Delete or rewrite any sentence that does not logically connect 

to the one before it and the one after it.

 Minimize the use of prepositional phrases.

 Minimize the use of the verb “to be” and its other forms; these 

verbs turn other verbs into nouns.

In his essay, Politics and the English Language, George Orwell offered 

rules for writing which are still considered applicable today:

 Never use a metaphor, simile, or other figure of speech which 

you are used to seeing in print.

 Never use a long word where a short one will do.

 If it is possible to cut a word out, always cut it out.

 Never use the passive when you can use the active.

 Never use a foreign phrase, a scientific word, or a jargon word 

if you can think of an everyday English equivalent.

Useful Resources: 

 The Tongue and Quill, Air Force Handbook 33-337

(http://www.e-publishing.af.mil/shared/media/epubs/afh33-

337.pdf)

 Strunk and White’s, The Elements of Style

 Effective Writing for Army Leaders, Department of Army 

Pamphlet 600-67
31

 Robert Shenk’s The Naval Institute Guide to Naval Writing, 

3d Ed.

References:

 Army Pamphlet 600-67, Effective Writing for Army Leaders, 

 The Naval Institute Guide to Naval Writing by Robert Shenk 

(Naval Institute Press), 

 Air Force Handbook 33-337, The Tongue and Quill, 

 Revising Business Prose by Richard Lanham (Scribner’s), 

 Joint Forces Staff College Pub-1, The Joint Staff Officer’s 

Guide.

1.5.3 Effective Briefing Skills

One of the most important and time-consuming aspects of a staff 

officer’s job is creating, presenting, or contributing to briefings. 

Although you may have prior experience, you will probably be required 

to develop more sophisticated briefings and to deliver them to very 

senior levels of military, interagency, and multinational personnel.

The expectation from senior leaders is that you will concisely state the 

problem, identify optional solutions, recommend courses of action and 

make your presentation in a direct manner. Generally, the process for 

preparing a briefing includes:

 Succinctly state the topic or problem to be solved before 

beginning the research, understand the end objective, and 

choose the appropriate style of briefing format (as listed 

below); 

 Research the issue—this may be done through use of 

reference materials, review of prior staff officer work products, 

subject matter input, or all of the above;

 Plan an approach;

 Prepare a draft; make sure you know or can provide 

information about all content (to include acronyms);

 Review and revise your work for succinctness;

 Use PowerPoint drill down capabilities as needed for access to 

background information if questions concerning your 

references or options arise;

 Proofread and make corrections;

 Practice your briefing; 

 Make sure the meeting room is scheduled ahead of time and 

that you know how to operate the equipment.
32

There are four basic types of military briefings which the briefer must 

understand to facilitate a rapid, coordinated response:

 Information briefing: The purpose is to present facts to the 

audience for their comprehension—either to keep them abreast 

of a current situation or to supply specific requested 

information; does not require a decision;

 Decision briefing: Includes basic elements of the information 

briefing, but is usually more comprehensive in scope and is 

presented specifically to determine an answer to a question or 

a decision about possible courses of action to be taken;

 Staff briefing: Most widely-used type of military briefing, 

designed for a quick, verbal exchange of information among a 

specified group of people; purpose is to keep a commander 

and staff mutually informed of the current situation; the 

expected outcome is a coordination of effort;

 Mission briefing: The purpose can be a combination of any 

or all of the following: impart last-minute information, give 

specific instructions, or instill an appreciation of the overall 

mission; it is designed especially to review important details for 

combat operations; is also used to brief training missions that 

simulate combat conditions; the expected objective is to 

achieve thorough and current understanding of operational 

conditions possibly affecting the successful execution of the 

mission. 

1.5.4 Practicing Good E-mail Etiquette

E-mail consumes a large portion of the work day, and good e-mail 

etiquette goes a long way to making your work day more manageable. 

The following tips are from Microsoft® Office’s on-line site, from email 

netiquette’s website, and from Career Planning’s website:

 Follow standard writing protocol. E-mails are official 

messages representing you, your department, and your 

command. Do not use informal language, emoticons, or 

informal e-mail or text message abbreviations. Use standard 

spelling, grammar, and punctuation rules.

 Keep messages brief and to the point. Limit each message 

to one subject; create separate e-mails when more than one 

subject is to be addressed.

 Use capitalization appropriately. Using all lower case letters 

is considered mumbling and using all upper case letters is 

considered shouting. Asterisks or bold lettering are effective 
33

for emphasis. Color and graphics embedded in e-mails often 

do not transfer due to differences in e-mail programs.

 Use the Blind Carbon Copy (Bcc) and Courtesy Copy (Cc) 

appropriately. Do not use Bcc to keep others from knowing 

who else you copied on an e-mail, but rather when sending to a 

large distribution list to keep others from having to see a large 

list of names. Overuse of the Cc clutters the inbox; copy only 

those directly involved with the e-mail topic. Others may never 

realize the courtesy you have extended, but this thoughtful and 

intentional act reduces the number of e-mails in your in-box, as 

well.

 Do not use e-mail as an excuse to avoid personal contact. 

Face-to-face and voice to voice communications have value. 

Do not use e-mail when dealing with a problem with someone. 

Do not use e-mail to avoid an uncomfortable situation or to 

cover up a mistake.

 Remember that e-mail is not private. E-mail belongs to your 

organization, in this case the federal government, and can be 

retrieved, examined and used in a court of law. Anything you 

put in an e-mail can become public knowledge. Because emails can inadvertently be sent to the wrong person or can be 

forwarded, keep the contents professional to avoid potential 

embarrassment. Treat e-mails as if they are memos.

 Be sparing with group e-mail. Send group e-mail only when 

useful to every recipient listed. Use the “reply to all” button 

only when compiling results requiring collective input and only if 

you have something to add.

 Use the subject field to indicate content and purpose. Use 

commonly-known terms or standard abbreviations to indicate 

required actions. Be cautious in using acronyms—particularly 

to non-military personnel. If the e-mail is lengthy, place the 

word “Long” in the subject field, so the recipient will know the 

message requires more time than normal 

 Do not send chain letters, virus warnings, or junk mail. 

Within your command, the responsible directorate will send

notifications for virus warnings. You should notify anyone 

sending you junk mail or a constant stream of jokes that you 

want to be removed from the list. Direct personal e-mail to 

your home account.

 Remember that your tone cannot be heard in an e-mail. Be 

cautious using humor or sarcasm—they can be easily 

misinterpreted. The nuances of verbal communication (facial 
34

expression, gestures, and tone of voice) are not easily 

conveyed in e-mails.

 Use a signature block that includes contact information. 

Include your name, title or rank, directorate, postal and e-mail 

addresses, and phone numbers in your signature block.

 Summarize long e-mail discussions rather than including the 

entire string of messages. 

References:

 12 tips for better e-mail etiquette (http://office.microsoft.com/enus/outlook-help/12-tips-for-better-e-mail-etiquetteHA001205410.aspx?CTT=5&origin=HA001201154)

 About.com, Email Etiquette 

(www.careerplanning.about.com/od/communication/a/email_et

iquette.htm)

 About.com, Email Etiquette: 26 Rules to Follow

(http://email.about.com/od/emailnetiquette/tp/core_netiquette.ht

m)

1.5.5 Facilitating Effective Meetings

Attending and leading meetings is a major part of the staff officer’s 

work life. The following tips are offered as a reminder for those with 

prior experience and as a general guide for those with minimal 

experience setting up and managing meetings.

Prior Planning

 The first important question to ask: Is a meeting really 

necessary? If you can achieve your objective without a 

meeting, everyone will appreciate one less meeting to attend.

 Once decided that a meeting is needed, determine a clear 

purpose for having a meeting....articulate a clear end 

objective—state specifically what you want to accomplish. Is 

this an exploratory meeting? A brainstorming meeting? A 

decision-meeting?

 Determine who needs to attend and why. Prioritize 

attendees—who do you absolutely need; if they cannot attend, 

can you meet with them in advance to get their input, or can 

they send a representative?

 Decide the type of meeting. Computer-based? VideoTeleconferencing (VTC)? Small group? Large Group? 

 Schedule a meeting place. Ensure it will have the proper 

equipment (presentation technologies, white boards, landline 
35

for teleconferences, etc.) and that it is large enough for the 

group. Check within your directorate for procedural guidelines; 

often a room has to be scheduled far in advance of the actual 

meeting.

 Develop an agenda as far in advance as possible, and send it 

to participants. Include date, time, place, and purpose, your 

name, phone number, and e-mail; if attendees are coming from 

another location or from out of town include directions and a 

map. Ask for confirmation of attendance; if it is a critical 

decision meeting, ask for notice of inability to attend—even at 

the last minute.

The Meeting

 The day before AND the day of, reconfirm the room 

reservation; it is not unusual to get bumped by a higher-priority 

meeting, especially for VTC facilities. Meeting spaces are 

usually in high demand; if possible have an emergency backup

plan (the snack bar? the cafeteria? a classroom? someone’s 

office not in use?)

 Start on time, and briefly make any administrative 

announcements.

 Quickly introduce attendees—don’t forget those dialing in by 

phone.

 State end objectives, review the agenda, and lay out 

procedures; for example, will discussion take place during a 

briefing or upon conclusion?

 Assign a time keeper to cue you at certain intervals, and if 

needed assign someone to take notes.

 Keep the meeting focused on the agenda items. If topics arise 

related to but not specific to the topic, create a “parking lot” (on 

the white board or by the note taker) of discussion points to 

return to if there is time—it is easy to get sidetracked, so the 

“parking lot” approach helps maintain focus.

 Control interruptions; keep group on topic; encourage 

inclusiveness and openness—and protect those who speak up 

from attack by another group member.

 For long meetings, give breaks, and start meeting immediately 

at the end of the break time.

 Take a few minutes before the end of the meeting to review 

with attendees: Was the objective met? Is follow-on 

necessary—another meeting? Individual responses?

 Thank attendees for attendance; collect notes from note taker.
36

After the Meeting

As soon as possible compose an after-meeting report for your files, and 

if warranted, e-mail a copy to attendees.

1.5.6 Working with the Public Affairs Office

We live and operate in a 24/7/365 global information environment, 

which means that the question is not “Will you be interviewed by a 

news reporter?” but “When...?” Understanding how to work with the 

Public Affairs office will be critical as you work with information 

operations and the strategic communication message of your 

command.

Department of Defense Directive 5122.05 identifies one of the roles 

and responsibilities of the Assistant Secretary of Defense for Public 

Affairs (ASD(PA)) as the principal spokesperson for the Department of 

Defense to:

Ensure a free flow of news and information to the news media, 

the general public, the internal audiences of the Department of 

Defense, and the other applicable forums, limited only by the

security restraints in DoDD 5200.1 and any other applicable 

statutory mandates or exemptions.

Your combatant command will have additional guidance on interacting 

with the media and on being the subject of an interview. Your Public 

Affairs Office will: 

 Advise if the proposed interview is authorized and/or 

appropriate; 

 Determine if the media outlet is credible; 

 Research potential interview issues, including questions likely 

to be asked; 

 Assist your preparation for the interview (possible 

questions/answers, rehearsals); 

 Make all arrangements (ground rules, time, location, etc.); 

 Monitor the interview, to provide an in-house record and follow 

up on items to be provided later. 

The following are quick tips to familiarize you with the process: 

The Media Interview 

Engaging the media has never been more important. Few members of 

Congress, the media or the general public have served in the military or 
37

had exposure to military life. Thus, they lack a context in which to 

understand the events and challenges of today’s military. 

Joint officers must be prepared to engage the media and to 

persuasively tell the military’s story. The media has a job to tell stories,

and we have a story to tell. Ensuring we support the commander’s 

strategic communications objectives, building a positive relationship 

with the media, and maintaining public support for the military are all 

dependent upon your successful handling of the media interview. 

Public affairs professionals concentrate on these goals even on “slow 

news days” and the relationships they forge with their media 

counterparts are essential to dealing with the media during crises. Use 

the resources and talents of your Public Affairs Office! 

Interview Preparation:

Before any media opportunity, questions you should ask yourself 

include:

 Am I the correct person to address the issue?

 What is the format of the interview? (Live or edited?)

 What’s the reporter’s affiliation? (Reputable news agency?)

 Who else has the reporter spoken with or will speak with? 

 What is the reporter’s background (Knowledgeable on military 

issues?)

One of the most important elements of preparation is developing 

responses (answers to questions plus strong command messages) for 

the most likely questions (positive and negative). Try to put yourself in 

the reporter’s shoes and think about the questions you would ask if 

conducting the interview. The messages you develop should be short, 

memorable, and resonate with the audience. Television reporters are 

usually looking for 12-15 second sound bites. Ensure that your 

responses are simple and free of military jargon. Ask yourself, “What 

do I want the headline to be?” Work that information into your

messages.

Develop a “Grand Slam” answer. Almost every reporter will ask one 

last question, “Do you have anything to add?” This is your opportunity 

to leave them with a concise sound bite about your subject or 

organization. The odds of this statement being used are higher 

because it’s the last bit of information you leave with the reporter.

Examples of Command Messages

 Environment—“We are committed to being good stewards of 

the environment. We live here too.”
38

 Accident—“We’re just beginning our investigation. Our goal is 

to find out what happened and prevent similar accidents in the 

future.”

 Readiness—“Our training ensures we are ready to fight 

anywhere, anytime.”

 Injury—“We’re providing the Service Member with the best 

medical care available. We’re confident he’ll have a complete 

and speedy recovery.”

Types of Interviews

Ambush

This occurs when a reporter shows up unexpectedly and surprises an 

unsuspecting interview subject off guard. The atmosphere during 

these interviews can be tense, but there are ways to overcome the 

surprise and make the situation come out to your advantage. 

Remember, you ALWAYS have the right to decline the interview or to 

reschedule it—this may be the command’s guidance on unexpected 

interview requests. Rescheduling gives you the opportunity to more 

fully prepare yourself. 

Studio

You will be asked to travel to a television studio and sit down with the 

host for a discussion on a particular issue. The interview is generally 

informal and upbeat—an excellent opportunity to highlight your 

command messages. In this setting, the formats could be a morning 

show, an edited interview, or a remote feed. 

Stand-Up

These are the most common of all interviews. The interview will take 

place at a mutually agreed upon location to talk about a particular 

issue. During an accident, you can expect to conduct this type of 

interview near the incident scene. Depending on the reason for the 

stand-up, the interview can range anywhere from informal to hostile. In 

this setting, the formats could be an edited or a live interview. 

Press Conference

With few exceptions, these are held in response to a major accident or 

incident. Requires a location capable of hosting several media at once, 

and usually begins with a commander, public affairs officer, or the 

subject matter expert’s opening statement. Following the statement, 

the floor is open to questions from the media. While they can be 

hostile or confrontational, they do not have to be. Extensive 

preparation is required.
39

Do’s and Don’ts

 DO take every opportunity to tell the military’s story.

 DO prepare for the interview–anticipate questions and develop 

responses.

 DO communicate clearly and honestly.

 DO avoid distracting and negative non-verbals–stay calm.

 DO stick to your command messages.

 DON’T speculate.

 DON’T argue.

 DON’T lie.

During the Interview

Using the following techniques will help you more successfully manage 

interviews: 

 Bridge—A technique to steer the conversation back to your 

command message.

 Nonverbals—Relax! Remember, you are the expert. DON’T 

rush responses, avoid distracting body movements, and don’t 

slouch. DO maintain eye contact with the reporter, and show 

appropriate interest and concern for the issue.

 Tell the truth—ALWAYS—The truth may hurt, but lies are 

deadly; you will probably get caught, and reporters do not 

forget sources that have “burned” them. Give a direct answer 

when asked a direct question, even if the answer is, “No, I don’t 

know,” or “I’m sorry, I can’t answer that question.” Avoid 

speculation. You will come across as an honest, forthright 

person. 

 Get your message across—Come to an interview prepared 

with your messages and find opportunities to get them across 

without ignoring the reporter’s questions. Take the initiative. 

You are the expert. You know what is important to tell the 

public, so tell them. 

 Be informative, not conversational—New interviews are 

exchanges of information. You are the source of information; 

the reporter represents the public. Don’t feel obligated to 

maintain the social rules of conduct that guide conversations. 

Beware of the reporter who remains silent, encouraging you to 

ramble or dilute your original message. It’s human nature to 

want to fill those lulls with conversation. Don’t! 

 Be brief—Reporters generally do not want lengthy, drawn-out 

explanations. They are looking for quotable quotes—a punchy 

line that will fill three lines of newsprint or 20 seconds of air 

time. Use your 20 seconds to get your message across—
40

there’s much more likelihood it will be used. Knowing what you 

want to say in advance will go a long way in simplifying your 

answers. 

 Do not go off the record—There is no such thing as off the 

record. If you do not want something to appear in the media, 

do not say it.

 Know your role—When conducting an interview, understand 

your role. If you are serving as a spokesperson, remember: 

reporters will not distinguish between personal opinion and the 

military’s official position—and neither will the public. Answer 

questions appropriately. If you do not know the answer, tell 

reporters you will find out; don’t speculate. 

 Stay in your lane—Avoid speaking about subjects with which 

you are not familiar or are not the appropriate speaking 

authority.

 Do not use jargon—Avoid using terms or acronyms that can’t 

be quoted without explanation. Do not say, “We’re pleased the 

ORI was such a success.” Do say, “We’re pleased we did so 

well in our readiness inspection.” 

 Say what you mean—Avoid bureaucratic language. Do not 

say, “It’s clear that much additional work will be required before 

we have a complete understanding of the issue.” Do say, 

“We’re working on it.” 

 Correct the record—If a reporter asks a question based on a 

false premise, make sure you correct that assumption; be 

careful, though, not to repeat the reporter’s negative words.

 Remain professional—Interview situations usually don’t 

become confrontational. However, if it does, keep yourself 

calm and professional. When you argue with a reporter, you 

lose (even if you are correct!) and you lose publicly.

 Do not lose your temper—Sometimes reporters are 

intentionally rude to elicit a charged response. Don’t fall into 

the trap. Respond politely, in control at all times. Do not get 

into arguments—your angry comments may be reported 

without any mention of the provocation. 

 Be friendly—It’s an interview, not an interrogation. Establish 

rapport with the reporter. 

 Never use “No Comment”—No comment IS a comment, and 

a negative one. Don’t say “No comment,” or, “I can neither 

confirm nor deny.” The public views this as, “I know but I won’t 

say.” Instead, tell the reporter you are unable to answer the 

question and, if possible, why. 
41

 Do not answer when you shouldn’t—If you know the answer 

to a question, but can’t say, do not hesitate to refer the reporter 

to the Public Affairs Office. Again, do not answer questions if 

you aren’t the appropriate spokesperson. If a reporter presses, 

repeat your answer. Do not waiver, and do not go off the 

record. 

 Do not guess—If you do not know the answer to a question, 

say so. Be sure you offer to either find the answer or find 

someone else who knows. 

 It’s OK to make a mistake—The tape is rolling, and you 

realize you’ve made a mistake. More likely, you suddenly find 

you have no idea what you were saying. Stop. Say, “I’m sorry 

I haven’t answered your question very well. Let me back up.” 

The reporter usually will prefer your new, crisp response. 

 Talk from the public’s point of view—Remember you are 

talking through the reporter to the public. How does what you 

are talking about affect individuals in the community? Answer 

questions in terms readers and viewers can relate to. 

 Cite facts—Reporters love facts and figures that will lend 

credibility to their stories or make certain points. But do not 

use superlatives to exaggerate facts that will make things 

sound bigger and better than they are. 

 Be prepared to repeat yourself–Reporters may repeat their 

questions because your answer was too long, too complex, or 

they did not understand you, or they may be simply trying to 

get a more pithy response. Welcome the question as another 

opportunity to state your message, perhaps more clearly. 

 Be confident—You’re the expert. You have a message to 

deliver. Recognize that your expertise or position may be 

somewhat intimidating for reporters. Put them at ease. 

 Don’t be defensive—Make positive statements instead of 

denying or refuting comments from others. State your 

message; let others speak for themselves. 

 Never ask a reporter to preview the story—Reporters 

generally never let sources review stories, though they often 

check back concerning complicated details. It is their job to 

gather the facts and tell the story accurately—to suggest they 

can’t do so without your input insults their professionalism. It’s 

better to listen carefully during an interview to be aware of 

when a reporter may not understand something. The likelihood 

of your being misquoted is reduced substantially if you speak 

briefly and clearly.
42

 Act as a liaison—Interact between the news organization and 

your own; provide follow—up video copies, news clippings, 

etc., of the resulting story to the Public Affairs Office. 

 Provide after-action review and feedback—Did we get our 

message out and, if so, how effectively?

Engaging the media and telling the military’s story bolsters our 

reputation with the general public and helps them understand the 

military’s value to the country. Understanding essential media tactics 

and techniques will help everyone accomplish a successful interview. 

Lastly, it is crucial to remember that in an interview, you have 10 

seconds to tell your story. You can say about 35 words in 10 seconds.

This is the era of sound bites, and according to one study the average 

network television news sound bite was 6.5 seconds—21 words.

Maximizing your “opportunity” in a radio, television, or print interview is 

critical when you need to get your message out.

Additional Information

 Joint Publication 3-61, Public Affairs

 Meeting the Media. A pocket guide to assist Airmen in 

communicating with the news media. U.S. Air Force Public 

Affairs Center of Excellence 

 Aukofer and Lawrence, America’s Team; The Odd Couple—A 

Report on the Relationship Between the Media and the Military. 

Nashville TN: The Freedom Forum First Amendment Center

 Borg, “Communicating With Intent: DOD and Strategic 

Communication”—

http://www.carlisle.army.mil/DIME/documents/strat_comm_bor

g.pdf

References:

 DODD 5122.05: 

http://www.dtic.mil/whs/directives/corres/pdf/512205p.pdf

 Adapted from Headquarters, Air Combat Command Media 

Training: Introduction and Live Practice and Meeting the 

Media. A pocket guide to assist Airmen in communicating with 

the news media. U.S. Air Force Public Affairs Center of 

Excellence (2008)
43

1.6 Understanding the Combatant Command

Workforce and Partner Relationships

Perhaps for the first time in your career you will be working in a joint 

environment, which includes representatives from all the Services, the 

Guard and Reserve, government civilians, U.S. Agencies, and 

multinational partner organizations. Having a basic understanding of 

the different organizational missions and cultures can help you begin to 

establish good working partnerships with the representatives serving in 

your command.

1.6.1 United States Agency Partners

Department of Defense Combat Support Agencies (CSA)

A Combat Support Agency is a Department of Defense agency, so 

designated by Congress or the Secretary of Defense (SecDef) that 

supports military combat operations.1

CSAs designated under section 193 of Title 10 United States Code 

fulfill combat support or combat service support functions for joint 

operating forces across the range of military operations, and in support 

of combatant commanders executing military operations. CSAs 

perform support functions or provide supporting operational 

capabilities, consistent with their establishing directives and pertinent 

DOD planning guidance.

The combat support mission of a CSA is that portion of its mission 

involving support for operating forces engaged in planning for, or 

conducting, military operations. This includes support during conflict or 

in the conduct of other military activities related to countering threats to 

U.S. national security. This mission is focused on providing support to 

echelons at the combatant command level and below and may not 

encompass the full scope of the CSA’s mission.

A CSA shall provide, and plan for, the optimum support capabilities 

attainable within existing and programmed resources to the operational 

commanders, within the parameters of the CSA’s statutory 

responsibilities and its chartering DOD Directive. CSAs shall interpret 

government and departmental regulations to facilitate the execution of 

their combat support or combat service support mission. For these 

 

1

Joint Publication 1-02, Department of Defense Dictionary of Military and Associated 

Terms, As amended through 15 May 2011
44

purposes, CSAs shall participate fully in the Joint Strategic Planning 

System (JSPS) and the Joint Operation Planning and Execution 

System (JOPES) to define current joint warfighting capability needs 

and shall utilize the Joint Capabilities Integration and Development 

System (JCIDS) to define and validate future joint warfighting capability 

needs.2

The current CSAs are:

 Defense Contract Management Agency (DCMA)

 Defense Information Systems Agency (DISA)

 Defense Intelligence Agency (DIA)

 Defense Logistics Agency (DLA)

 Defense Threat Reduction Agency (DTRA)

 National Geospatial-Intelligence Agency (NGA)

 National Security Agency/Central Security Service (NSA/CSS)

CSA Overview

Defense Contract Management Agency (DCMA)

DCMA is the DOD component that works directly with Defense 

suppliers to help ensure that DOD, federal, and allied government 

supplies and services are delivered on time, at projected cost, and 

meet all performance requirements. DCMA directly contributes to the 

military readiness of the United States and its allies, and helps 

preserve the nation's freedom.

The DCMA mission is to provide Contract Administration Services to 

the Department of Defense Acquisition Enterprise and its partners to 

ensure delivery of quality products and services to the warfighter, on 

time and on cost.

DCMA professionals serve as "information brokers" and in-plant 

representatives for military, federal, and allied government buying 

agencies—both during the initial stages of the acquisition cycle and 

throughout the life of the resulting contracts.3

Defense Information Systems Agency (DISA)

DISA provides real-time Information Technology (IT) and 

communications support to the president, vice president, Secretary of 

Defense, the Military Services, and the combatant commands.

 

2 DODD 3000.06, Combat Support Agencies

3 Defense Contract Management Agency web site http://www.dcma.mil/ 
45

The goal of DISA is to ensure that warfighters can plug into the network 

and access and share the information they need, anytime, anywhere.

DISA is dedicated to delivering the power of information as quickly as 

possible. A warfighter's ability to leverage the right information at the 

right time is the difference between mission success and mission 

failure.4

Defense Intelligence Agency (DIA)

The DIA mission is to provide timely, objective, and cogent military 

intelligence to warfighters, defense planners, and defense and national 

security policymakers.

DIA consists of more than 16,500 military and civilian employees 

worldwide and is a major producer and manager of foreign military 

intelligence. The Director of DIA is a three-star military officer who 

serves as the principal adviser to the SecDef and to the Chairman of 

the Joint Chiefs of Staff on matters of military intelligence. The Director 

also chairs the Military Intelligence Board, which coordinates activities 

of the defense intelligence community.

DIA possesses a diverse workforce skilled in the areas of military 

history and doctrine, economics, physics, chemistry, world history, 

political science, bio-sciences, and computer sciences to name a few.

DIA satisfies the military and military-related intelligence requirements 

of the secretary and deputy SecDef, the Chairman of the Joint Chiefs of 

Staff, and the Director of National Intelligence, and provides the military 

intelligence contribution to national foreign intelligence and 

counterintelligence. DIA plans, manages, and executes intelligence 

operations during peacetime, crisis, and war. DIA serves as the DOD 

lead for coordinating intelligence support to meet combatant command 

requirements; leads efforts to align analysis, collection, and 

Intelligence, Surveillance, and Reconnaissance (ISR) activities with all 

operations; and links and synchronizes military, defense, and national 

intelligence capabilities.5

Defense Logistics Agency (DLA)

The DLA provides supply support and technical and logistics services 

to the Army, Air Force, Navy and Marine Corps and several federal 

agencies. Headquartered at Fort Belvoir, Va., the agency is the one 

source for nearly every consumable item, whether for combat 

 

4 Defense Information Systems Agency web site http://www.disa.mil/

5 Defense Intelligence Agency web site http://www.dia.mil/ 
46

readiness, emergency preparedness, or day-to-day operations inside 

DOD.

DLA is the largest DOD CSA with 23,000 employees. It supplies the 

nation’s military services and several civilian agencies with the critical 

resources needed to accomplish their worldwide missions. DLA 

provides wide-ranging logistical support for peacetime and wartime 

operations, as well as emergency preparedness and humanitarian 

missions. DLA supplies almost every consumable item America’s 

military services need to operate, from meals to jet fuel. In short, if 

America’s forces can eat it, wear it, drive it, or burn it, chances are that 

DLA helps provide it. DLA also helps dispose of materiel and 

equipment that is no longer needed. 6

Defense Threat Reduction Agency (DTRA)

The DTRA mission is to safeguard America and its allies from weapons 

of mass destruction (chemical, biological, radiological, and nuclear) and 

high yield explosives by providing capabilities to reduce, eliminate and 

counter the threat, and mitigate its effects. 

DTRA is the U.S. Department of Defense’s official Combat Support 

Agency for countering Weapons of Mass Destruction (WMD). Its people 

are Subject Matter Experts on WMD, and the agency addresses the 

entire spectrum of chemical, biological, radiological, nuclear and high 

yield explosive threats. DTRA’s programs include basic science 

research and development, operational support to U.S. warfighters on 

the front line, and an in-house WMD think tank that aims to anticipate 

and mitigate future threats long before they have a chance to harm the 

United States and our allies. United States Strategic Command 

(USSTRATCOM) Center for Combating Weapons of Mass Destruction 

(SCC-WMD), the U.S. Strategic Command Center for Combating 

Weapons of Mass Destruction, synchronizes Combating Weapons of 

Mass Destruction efforts across the military’s geographic commands 

and leverages the people, programs and interagency relationships of 

DTRA at a strategic level. DTRA works with the military services, other 

elements of the United States government, and countries across the 

planet on counterproliferation, nonproliferation and WMD reduction 

issues with one goal in mind: Making the World Safer.

Since DTRA stood up in October 1998 and SCC-WMD in August 2005, 

the Department of Defense and other federal agencies have 

 

6 Defense Logistics Agency web site http://www.dla.mil/Pages/default.aspx
47

increasingly looked to both for support and advice. Both organizations’ 

responsibilities span the full range of activities necessary to combat 

and respond to WMD proliferation and use. At home and abroad, 

DTRA and SCC-WMD deliver mission success against a very real and 

growing threat.

7

National Geospatial-Intelligence Agency (NGA)

The mission of NGA is to provide timely, relevant, and accurate 

geospatial intelligence in support of National Security.

The NGA is one of sixteen agencies operating under the Office of the 

Director of National Intelligence. NGA serves as the functional 

manager for the National System for Geospatial Intelligence. As such, 

NGA is responsible to both the Director of National Intelligence and the 

SecDef.

Geospatial Intelligence (GEOINT) consists of imagery, imagery 

intelligence, and geospatial information. NGA pursues exploitation and 

analysis of imagery and geospatial information to describe, assess, and 

visually depict physical features and geographically referenced 

activities on the Earth. NGA provides analytical support to its mission 

partners at the combatant commands, Services, other agencies, as 

well as international partners through embedded NGA Support Teams.8

National Security Agency/Central Security Service (NSA/CSS)

The NSA/CSS core missions are to protect U.S. national security 

systems and to produce foreign signals intelligence information. 

NSA/CSS is charged by Executive Order 12333 to: 

 Collect (including through clandestine means), process, 

analyze, produce, and disseminate signals intelligence 

information and data for foreign intelligence and

counterintelligence purposes to support national and 

departmental missions; 

 Act as the National Manager for National Security Systems as 

established in law and policy, and in this capacity be 

responsible to the SecDef and to the Director, National 

Intelligence; 

 Prescribe security regulations covering operating practices, 

including the transmission, handling, and distribution of signals 

intelligence and communications security material within and 

 

7 Defense Threat Reduction Agency web site http://www.dtra.mil/Home.aspx

8 National Geospatial-Intelligence Agency web site 

https://www1.nga.mil/Pages/Default.aspx
48

among the elements under control of the Director of the 

National Security Agency, and exercise the necessary 

supervisory control to ensure compliance with the regulations.9

1.6.2 Interagency Partners

The Department of Defense defines the term interagency as United 

States Government agencies and departments, including the 

Department of Defense.10 Whereas interagency coordination, within 

the context of Department of Defense involvement, is the coordination 

that occurs between elements of Department of Defense and engaged

U.S. Government agencies for the purpose of achieving an objective.11

Federal Executive Branch – Executive Departments

The following executive departments are the components of the 

Federal Executive Branch:

 Department of Agriculture (USDA)

 Department of Commerce (DOC)

 Department of Defense (DOD)

 Department of Education (ED)

 Department of Energy (DOE)

 Department of Health and Human Services (HHS)

 Department of Homeland Security (DHS)

 Department of Housing and Urban Development (HUD)

 Department of Justice (DOJ)

 Department of Labor (DOL)

 Department of State (DOS)

 Department of the Interior (DOI)

 Department of the Treasury (Treasury)

 Department of Transportation (DOT)

 Department of Veterans Affairs (VA)

The following executive departments are the ones most commonly 

worked with in a combatant command; missions and type of command 

(geographical or functional) may determine which agencies send 

representatives to work on site:

 

9 National Security Agency/Central Security Service web site http://www.nsa.gov/ 

10 Joint Publication 1-02, Department of Defense Dictionary of Military and Associated 

Terms, As amended through 15 May 2011

11 Ibid
49

Department of Commerce (DOC) http://www.commerce.gov/

The historic mission of the Department of Commerce is "to foster, 

promote, and develop the foreign and domestic commerce" of the 

United States. This has evolved, as a result of legislative and 

administrative additions, to encompass broadly the responsibility to 

foster, serve, and promote the Nation's economic development and 

technological advancement. The Department fulfills this mission by:

 Participating with other Government agencies in the creation of 

national policy, through the president's Cabinet and its 

subdivisions;

 Promoting and assisting international trade;

 Strengthening the international economic position of the United 

States;

 Promoting progressive domestic business policies and growth;

 Improving comprehension and uses of the physical 

environment and its oceanic life;

 Ensuring effective use and growth of the Nation's scientific and 

technical resources;

 Acquiring, analyzing, and disseminating information regarding 

the Nation and the economy to help achieve increased social 

and economic benefit;

 Assisting states, communities, and individuals with economic 

progress.

The specific functions and programs of the Department that make up 

the broad activities listed above are authorized by the Department's 

organic statute (Act of February 14, 1903, 32 Stat. 825) or by other 

legislation. They also include responsibilities transferred from other 

Government agencies by Presidential Reorganization Plans, and 

responsibilities assigned to the Secretary of Commerce or the 

Department by Executive Order or other actions of the president. 

Department of Defense (DOD) http://www.defense.gov/ and 

http://www.defenselink.mil/

The DOD is responsible for providing the military forces needed to 

deter war and protect the security of the United States. The major 

elements of these forces are the Army, Navy, Air Force, and Marine 

Corps. Under the president, who is also Commander-in-Chief, the 

SecDef exercises authority, direction, and control over the Department,

which includes the Office of the SecDef, the Chairman of the Joint 

Chiefs of Staff, three Military Departments, nine Unified Combatant 

Commands, the DOD Inspector General, fifteen Defense Agencies, 

and seven DOD Field Activities. 
50

The SecDef is the principal defense policy adviser to the president and 

is responsible for the formulation of general defense policy and policy 

related to all matters of direct and primary concern to the DOD, and for 

the execution of approved policy. Under the direction of the president, 

the Secretary exercises authority, direction, and control over the 

Department of Defense.12

Department of Energy (DOE) http://www.energy.gov/ 

The Department of Energy's overarching mission is to advance the 

national, economic, and energy security of the United States; to

promote scientific and technological innovation in support of that 

mission; and to ensure the environmental cleanup of the national 

nuclear weapons complex. The Department's strategic goals to 

achieve the mission are designed to deliver results along five strategic 

themes:

 Energy Security: Promoting America’s energy security through 

reliable, clean, and affordable energy;

 Nuclear Security: Ensuring America’s nuclear security;

 Scientific Discovery and Innovation: Strengthening U.S.

scientific discovery, economic competitiveness, and improving 

quality of life through innovations in science and technology;

 Environmental Responsibility: Protecting the environment by 

providing a responsible resolution to the environmental legacy 

of nuclear weapons production;

 Management Excellence;

 Enable the mission through sound management.

13

Department of Homeland Security (DHS) 

http://www.dhs.gov/index.shtm

The Department of Homeland Security leverages resources within 

federal, state, and local governments, coordinating the transition of 

multiple agencies and programs into a single, integrated agency 

focused on protecting the American people and their homeland. More 

than 87,000 different governmental jurisdictions at the federal, state, 

and local level have homeland security responsibilities. The 

comprehensive national strategy seeks to develop a complementary 

system connecting all levels of government without duplicating effort. 

Homeland Security is truly a “national mission.”

 

12 DODD 5100.01, Functions of the Department of Defense and Its Major Components, 

(http://www.dtic.mil/whs/directives/corres/pdf/510001p.pdf) 

13 Department of Energy web site http://www.energy.gov/about/index.htm
51

The Office of the Secretary of Homeland Security oversees activities 

with other federal, state, local, and private entities as part of a 

collaborative effort to strengthen our borders, provide for intelligence 

analysis and infrastructure protection, improve the use of science and 

technology to counter WMDs, and to create a comprehensive response 

and recovery system.14

The United States Coast Guard is a military, multi-mission, maritime 

service within the Department of Homeland Security and one of the 

nation's five armed services. Its core roles are to protect the public, the 

environment, and U.S. economic and security interests in any maritime 

region in which those interests may be at risk, including international 

waters and America's coasts, ports, and inland waterways.15

Department of Justice (DOJ) http://www.usdoj.gov/

The mission of the Department of Justice is to enforce the law and 

defend the interests of the United States according to the law; to 

ensure public safety against threats foreign and domestic; to provide 

federal leadership in preventing and controlling crime; to seek just 

punishment for those guilty of unlawful behavior; and to ensure fair and 

impartial administration of justice for all Americans.

The Judiciary Act of 1789 created the Office of the Attorney General 

which evolved over the years into the head of the Department of 

Justice and chief law enforcement officer of the Federal Government. 

The Attorney General represents the United States in legal matters 

generally and gives advice and opinions to the president and to the 

heads of the executive departments of the Government when so 

requested. In matters of exceptional gravity or importance the Attorney 

General appears in person before the Supreme Court. Since the 1870 

Act that established the Department of Justice as an executive 

department of the government of the United States, the Attorney 

General has guided the world's largest law office and the central 

agency for enforcement of federal laws.

The Attorney General presides over the Department which includes a 

broad array of divisions and agencies that include the Bureau of 

Alcohol, Tobacco, Firearms and Explosives; National Drug Intelligence 

Center; Drug Enforcement Administration (DEA); National Security 

Division; and Federal Bureau of Investigation (FBI).16

 

14 Department of Homeland Security web site http://www.dhs.gov/xabout/structure/ 

15 United States Coast Guard web site http://www.uscg.mil/top/missions/

16 Department of Justice web site http://www.usdoj.gov/
52

Department of State (DOS) http://www.state.gov/

The Executive Branch and the US Congress have constitutional 

responsibilities for US foreign policy. Within the Executive Branch, the 

Department of State is the lead US foreign affairs agency, and its head, 

the Secretary of State, is the President’s principal foreign policy 

adviser, although other officials or individuals may also have significant 

influence on foreign policy decisions. The Department advances US 

objectives and interests in the world through its primary role in 

developing and implementing the President’s foreign policy. The 

Department also has primary responsibility for communication with, 

services to, and support of American citizens living overseas. The 

Department supports the foreign affairs activities of other US 

Government entities including the US Department of Commerce, the 

US Department of Agriculture, and the US Agency for International 

Development (USAID) – which reports to the Secretary of State. It also 

provides an array of important services to foreigners seeking to visit, 

study or work in, or immigrate to the US. 

The Department of State is the lead US agency in certain international 

actions, including determining citizenship of US passport applicants, 

determining initial admissibility of foreign citizens to the United States 

(although Department of Homeland Security makes the final 

determination at ports of entry), managing American citizen 

evacuations, and implementing foreign consequence management 

operations. The Department of State also works closely with USAID in

planning and executing international disaster assistance responses. All 

foreign affairs activities -- US representation abroad, foreign assistance 

programs, countering international crime, foreign military training 

programs, the services the Department provides, and more -- are paid 

for by the foreign affairs budget, which represents little more than 1% of 

the total federal budget. The purposes of the Department of State 

include:

 Protecting and assisting US citizens living or traveling abroad;

 Assisting US businesses in the international marketplace;

 Coordinating and providing support for international activities of 

other US agencies (local, state, or federal government), official 

visits overseas and at home, and other diplomatic efforts;

 Keeping the public informed about US foreign policy and 

relations with other countries and providing feedback from the 

public to administration officials;

 Providing automobile registration in the United States for 

foreign non-diplomatic staff vehicles and the vehicles of 

diplomats of foreign countries having diplomatic immunity in the 

United States.
53

The Department of State conducts these activities with a civilian 

workforce composed of Civil Service and Foreign Service. Foreign 

Service Officers are duly commissioned officers, appointed by the 

President with advice and consent of the Senate. United States 

Foreign Service employees, including Foreign Service Officers and 

Foreign Service Specialists, are assigned to diplomatic, consular and 

multilateral missions abroad to represent America; analyze and support 

on political, economic, and social trends; provide outreach and 

information about American culture and US policy in host countries; 

adjudicate visas; manage property, human resources, and US 

Government assets in foreign countries; and respond to the needs of 

American citizens abroad. The US maintains diplomatic relations with 

over 190 countries and maintains relations with many international 

organizations, adding up to a total of more than 250 posts around the 

world. In the United States, about 5,000 professional, technical, and 

administrative employees work at compiling and analyzing reports from 

overseas, providing logistical support to posts, communicating with the 

American public, formulating and overseeing the budget, issuing 

passports and travel warnings, and more. 

In carrying out these responsibilities the Department of State works in 

close coordination with other federal agencies, including the 

Department of Defense, the Department of the Treasury, and the 

Department of Commerce. As required by the principle of checks and 

balances, the Department also consults with Congress about foreign 

policy initiatives and policies. The increasing importance of 

interagency collaboration dictates close cooperation and 

communication between the Department of State and Defense, in 

particular. The presence of Foreign Service Officers in combatant 

commands helps facilitate two-way communication, improving the 

military’s reach into US Embassies and missions in the Area of 

Responsibility as well as ensuring that foreign policy and State 

Department equities are reflected in military planning and activities. 

Department of the Treasury (Treasury) http://www.ustreas.gov/

The Department of the Treasury's mission is to serve the American 

people and strengthen national security by managing the U.S.

Government's finances effectively, promoting economic growth and 

stability, and ensuring the safety, soundness, and security of the U.S.

and international financial systems. 

The mission highlights Treasury's role as the steward of U.S. economic 

and financial systems, and as an influential participant in the global 

economy. 
54

The Treasury Department is the executive agency responsible for 

promoting economic prosperity and ensuring the financial security of 

the United States. The Department is responsible for a wide range of 

activities such as advising the president on economic and financial 

issues, encouraging sustainable economic growth, and fostering 

improved governance in financial institutions. The Department of the 

Treasury operates and maintains systems that are critical to the 

nation's financial infrastructure, such as the production of coin and 

currency, the disbursement of payments to the American public, 

revenue collection, and the borrowing of funds necessary to run the 

federal government. The Department works with other federal 

agencies, foreign governments, and international financial institutions 

to encourage global economic growth, raise standards of living, and to 

the extent possible, predict and prevent economic and financial crises. 

The Treasury Department also performs a critical and far-reaching role 

in enhancing national security by implementing economic sanctions 

against foreign threats to the U.S., identifying and targeting the 

financial support networks of national security threats, and improving 

the safeguards of our financial systems.17

Department of Transportation (DOT)

http://www.dot.gov/new/index.htm

The mission of the DOT is to serve the United States by ensuring a 

fast, safe, efficient, accessible, and convenient transportation system 

that meets our vital national interests and enhances the quality of life of 

the American people, today and into the future.

The Secretary of Transportation is the principal adviser to the president

in all matters relating to federal transportation programs. The 

Secretary is assisted by the Deputy Secretary in this role. The Office of 

the Secretary (OST) oversees the formulation of national transportation 

policy and promotes intermodal transportation. Other responsibilities 

range from negotiation and implementation of international 

transportation agreements, assuring the fitness of U.S. airlines, 

enforcing airline consumer protection regulations, issuance of 

regulations to prevent alcohol and illegal drug misuse in transportation 

systems, and preparing transportation legislation.

Key agencies within DOT include the Federal Aviation Administration 

(FAA), Surface Transportation Board (STB), Federal Transit 

 

17 Department of the Treasury web site http://www.ustreas.gov/
55

Administration (FTA), Maritime Administration (MARAD), and the 

National Highway Traffic Safety Administration (NHTSA).18

Independent Government Agencies and Government Corporations

Independent establishments are created by Congress to address 

concerns that go beyond the scope of ordinary legislation. An 

independent government agency is an agency of the United States 

government created by an act of Congress and is independent of the 

executive departments. A wholly owned government corporation is a 

corporate entity established by Congress in which the government 

holds all equity. Fourteen wholly owned government corporations are 

listed in the Government Corporation Control Act of 1945. The Act 

does not serve as a general incorporation law; each of these 

corporations has their own enabling legislation that stipulates its 

powers.19 These agencies are responsible for keeping the government 

and economy running smoothly. The following are some of the more 

commonly known independent government agencies and government 

corporations:

 Central Intelligence Agency (CIA)

 Environmental Protection Agency (EPA)

 Federal Communication Commission (FCC)

 Federal Trade Commission (FTC)

 General Services Administration (GSA)

 National Aeronautics and Space Administration (NASA)

 National Science Foundation (NSF)

 National Transportation Safety Board (NTSB)

 Office of the National Counterintelligence Executive (ONCIX)

 Selective Service System (SSS) 

 U.S. Trade and Development Agency (USTDA)

 United States Agency for International Development (USAID)

 United States International Trade Commission (USITC)

References:

 DODD 3000.06, Combat Support Agencies

 DODD 5100.01, Functions of the Department of Defense and 

Its Major Components

 DODD 5105.19, Defense Information Systems Agency (DISA)

 

18 Department of Transportation web site http://www.dot.gov/

19 U.S. Code Online via GPO Access (http://www.gpoaccess.gov/uscode/). GPO 

comment: Laws in effect as of January 6, 1999. Document not affected by Public 

Laws enacted between January 6, 1999 and February 11, 2000.]
56

 DODD 5105.21, Defense Intelligence Agency (DIA)

 DODD 5105.22, Defense Logistics Agency (DLA)

 DODD 5105.62, Defense Threat Reduction Agency (DTRA)

 DODD 5105.64, Defense Contract Management Agency

(DCMA)

1.6.3 The National Guard and Reserves

National Guard (NG)

The NG is the organized militia reserved to the states by the 

Constitution of the United States under Article 1, Section 8. In 1903, 

Congress officially designated the organized militia as the NG and 

established procedures for training and equipping the Guard to active 

duty military standards. The NG has two branches, the Army National 

Guard and the Air National Guard. Figure 3 describes the National 

Guard Bureau (NGB) relationships.

Figure 3: National Guard Bureau Relationships

The NG has a unique dual mission that consists of both Federal and 

State roles: in peacetime, the governor of each respective state or 

territory commands the NG; when ordered to active duty for 

mobilization or called into federal service for emergencies, units of the 

Guard are under the control of the appropriate service secretary. The 
57

NGB is the channel of communications between the Department of the 

Army and Department of the Air Force, and the States on all matters 

pertaining to the NG, the Army National Guard of the United States, 

and the Air National Guard of the United States. 

The NGB is the focal point at the strategic level for NG matters that are 

not under the authority and direction of the Secretaries of the Army and 

Air Force, including joint, interagency, and intergovernmental matters 

where NGB acts through other DOD officials as specified herein.

The Army National Guard (ARNG)

During peacetime, each state NG answers to the leadership in the 50 

states, three territories and the District of Columbia. The state, 

territory, or district leadership is the Commander in Chief for each 

Guard. Their Adjutants General are answerable to them for the training 

and readiness of the units. At the state level, the governors reserve the 

ability, under the Constitution of the United States, to call up members 

of the NG in time of domestic emergencies or need. The ARNG's state 

mission is perhaps the most visible and well known. Nearly everyone 

has seen or heard of Guard units responding to battle fires or to help 

communities deal with floods, tornadoes, hurricanes, snowstorms, or 

other emergencies. In times of civil unrest, the citizens of a state can 

rest assured that the Guard will be ready to respond, if needed. 

During national emergencies, however, the president reserves the right 

to mobilize the NG, putting them in federal duty status. While 

federalized, the units answer to the combatant commander of the 

theatre in which they are operating and, ultimately, to the president. 

Even when not federalized, the ARNG has a federal obligation (or 

mission.) That mission is to maintain properly trained and equipped 

units, available for prompt mobilization for war, national emergency, or 

as otherwise needed. The ARNG is a partner with the Active Army and 

the Army Reserves in fulfilling the country's military needs. 

The Air National Guard (ANG)

The ANG's federal mission is to maintain well-trained, well-equipped 

units available for prompt mobilization during war and provide 

assistance during national emergencies (such as natural disasters or 

civil disturbances). During peacetime, the combat-ready units and 

support units are assigned to most Air Force major commands to carry 

out missions compatible with training, mobilization readiness, 

humanitarian, and contingency operations such as Operation Enduring 

Freedom in Afghanistan. ANG units may be activated in a number of 

ways as prescribed by public law. Most of the laws may be found in 
58

Title 10 of the U.S. Code. The ANG provides almost half of the Air 

Force's tactical airlift support, combat communications functions, 

aeromedical evacuations and aerial refueling. In addition, the ANG has 

total responsibility for air defense of the entire United States.

When ANG units are not mobilized or under federal control, they report 

to the governor of their respective states, territories (Puerto Rico, 

Guam, Virgin Islands), or the commanding general of the District of 

Columbia National Guard. Under state law, the ANG provides 

protection of life, property and preserves peace, order, and public 

safety. These missions are accomplished through emergency relief 

support during natural disasters such as floods, earthquakes, and 

forest fires; search and rescue operations; support to civil defense 

authorities; maintenance of vital public services and counterdrug 

operations.

Reference: DOD Directive 5105.77

Reserves

The Reserve Components of the United States Department of Defense 

and United States Department of Homeland Security (in the case of the 

United States Coast Guard) are military organizations with members 

who augment the active duty military when necessary. Although 

Reservists are entitled by contract/law to 39 days of service, many 

provide much more support, especially in a current global situation that

requires protracted engagements.

The purpose of each Reserve Component is to provide trained units 

and qualified personnel available for active duty in the armed forces, in 

time of war or national emergency, or whenever national security may 

require, to fill the needs of the armed forces whenever more units and 

personnel are needed than are in the active components. In addition to 

providing complementary support, Reservists can provide unique 

capabilities that sometimes are not found in the active component.

The basic policy is that whenever Congress or the president

determines that more units and organizations are needed, the 

Reserves are ordered to active duty and retained as long as needed. 

Reserves partner with the active components and the National Guard 

to provide an integrated Total Force that executes military strategy.

The Reserve Component of the Armed Forces includes: 

 The Army National Guard (ARNG)

 The Army Reserve (USAR)

 The Navy Reserve (NAVRESFOR)
59

 The Marine Forces Reserve (MARFORRES)

 The Air National Guard of the United States (USANG)

 The Air Force Reserve (AFRC)

 The Coast Guard Reserve (USCGR)

Reserve Component (RC) Utilization Guidelines:

 Definitions of RC duty statuses can be found in DODI1215.06. 

 SecDef goal of one year of Active Duty (AD) for every five 

years of service. 

 Generally, before looking to outside agencies, first source all 

approved non by-name specific requests with assigned RC 

members.

 In accordance with DOD Directive 1235.10, Activation, 

Mobilization, and Demobilization of the Ready Reserve, due 

consideration shall be given to alternate sourcing solutions 

(i.e., AD, DOD civilian personnel, etc.) prior to using RC 

members. 

 The Services typically require 30-45 days lead-time to process 

routine requests for long-term support. (Note: Per Assistant 

Secretary of Defense Memorandum, 20 August 2008, Reserve 

Component Alert/Mobilization Decision Process 

Implementation, the DOD notification goal for routine 

Mobilization requests is 180 days.) 

 RC personnel should primarily be used to backfill forwarddeployed AD forces and to support surge operations. RC 

members should not be used to fill gapped AD billets. Gapped 

examples include: AD member moved to another position 

because of training or skill-set; AD member’s Permanent 

Change of Station (PCS) delayed; or AD member on terminal 

leave. 

 RC personnel may be used to support special projects that 

have a defined end state (i.e., project completion date or 

condition). This is intended for projects with duration of less 

than three years. See Active Duty for Operational Support 

(ADOS)/Active Duty for Special Work (ADSW)/Military 

Personnel Appropriation (MPA) criteria below. 

 If the request is because of a new mission assignment, then 

manpower funding or internal realignment should be 

forthcoming. In this case, steps toward a permanent 

manpower solution with an estimated completion date must be 

provided in the requirement justification. Services may require 

compliance with certain milestones to continue funding. 

 RC personnel may not be used to fill positions eliminated by 
60

the 2005 Base Realignment and Closure (BRAC) cycle. 

 All requests are subject to Service approval.

 Unlike AD members, RC members must perform the duties for 

which they were originally requested. They may not be moved 

from one position to another without notifying the paying 

Service or Agency. Exceptions may be made if the following 

circumstances arise prior to the completion of an individual’s 

orders: 

o The requirement has been satisfied or assigned mission is 

complete. 

o The duties assigned to the individual have changed 

significantly or are no longer linked to the original 

requirement. 

(Note: If deemed necessary by the review, the member will coordinate 

with his/her chain of command to begin the Release from Active Duty 

(REFAD) process.)

 Surge/Contingency Operations Criteria. The requirement 

must clearly support a current contingency (i.e. Operation New 

Dawn/Operation Enduring Freedom) in order to invoke the 

Mobilization or Operational Support Authority defined in Title 

10, U.S. Code (USC). The requirement should have a direct 

and quantifiable impact on contingency operations. 

Justification should address the following questions: (Note:

Justification must focus on the requirement—not the person 

requested.) 

o What metrics will be used to measure the impact of this 

requirement? 

o What specific skill-set is needed to meet this requirement 

and why must it be a military member (or specific service 

or Military Occupational Specialty (MOS)/Air Force 

Specialty Code (AFSC)/Rate/etc.)? 

o What would be the impact on the mission if this 

requirement were not sourced? 

o What would be the additional cost/risk if sourced 

elsewhere? 

 ADOS, ADSW/MPA Criteria. 

o Intended specifically for short term requirements, not as a

permanent solution. Should be used to help fill a 

temporary requirement or to provide backfill until a 

permanent manpower sourcing solution is established. 

This type of duty status is ideal for projects or manpower 

shortfalls due to new missions with a defined end date or
61

condition. Requirement should not last more than three 

years. Requestor should include milestones in the 

justification and be prepared to provide progress updates 

at defined milestones.

References:

 U.S. Code; http://www.arng.army.mil/; 

http://www.ang.af.mil/main/welcome.asp;

For more information check these websites:

 Navy Reserve (http://www.navyreserve.navy.mil)

 Marine Forces Reserve 

(http://www.marines.mil/unit/marforres/pages/default.aspx#mai

nContent)

 Army Reserve http://www.goarmy.com/reserve.html)

 Air National Guard (http://www.ang.af.mil)

 Air Force Reserve (http://www.afrc.af.mil)

 Army National Guard (http://www.arng.army.mil)

1.6.4 Multinational Partners

Multinational operations are usually undertaken within the structure of a 

coalition or alliance. An alliance is a relationship that results from a 

formal agreement (e.g., treaty) between two or more nations for broad, 

long-term objectives that further the common interests of the members. 

A coalition is an ad hoc arrangement between two or more nations for 

common action. Coalitions are formed by different nations with 

different objectives, usually for a single occasion or for longer 

cooperation in a narrow sector of common interest. 

Nations form partnerships in both regional and worldwide patterns as 

they seek opportunities to promote their mutual national interests, 

ensure mutual security against real and perceived threats, conduct 

foreign humanitarian assistance operations, and engage in peace 

operations. Cultural, diplomatic, religious, psychological, economic, 

technological, and informational factors all influence and impact 

multinational operations and participation.

Guidelines for working with Multinational Partners: 

 Respect. Partners must be included in the planning process 

and their opinions must be sought in mission assignment. 

Understanding, consideration, and acceptance of partner ideas 

are essential to effective communication, as are respect for 
62

each partner’s culture, religion, customs, history, and values.

 Rapport. U.S. commanders and staffs should establish 

rapport with their counterparts from partner countries, as well 

as the Multinational Force Commander (MNFC). 

 Knowledge of Partners. Much time and effort must be 

expended in learning about the enemy; a similar effort is 

required to understand the doctrine, capabilities, strategic 

goals, culture, religion, customs, history, and values of each 

partner. This effort will ensure the effective integration of 

Multinational Forces (MNF) partners into the operation and 

enhance the synergistic effect of the coalition forces.

 Patience. Effective partnerships take time and attention to 

develop. Diligent pursuit of a trusting, mutually beneficial 

relationship with multinational partners requires untiring, 

evenhanded patience. This is easier to accomplish within 

alliances but is equally necessary regarding prospective 

coalition partners.

(Note: See JP 3-16 Multinational Operations for additional details.)

Action Officer (AO) Considerations: 

 Determine existing relationships with countries in your 

AOR—Check with J5 country desks (if applicable).

 Foreign Clearance Guide (FCG) 

(https://www.fcg.pentagon.mil/)—Website provides information 

on various countries.

 Work with Foreign Disclosure Office (FDO)—Knows level of 

clearance for each country. 

 Foreign Visit System (FVS)—If hosting foreign visitors, 

ensure visitors submit request in FVS. This is normally done 

through the embassy.

 Understand related money issues—AOs need to be aware of 

the legal issues that can surround foreign visitors regarding 

gifts and acceptance of meals. It is important to understand 

who will pay for what during the visit. It is critical that both the 

partners and the host/command know this up front so there are 

no surprises or embarrassments. 

 Planning/Coordination considerations—Take into 

consideration:

o Time Zones,

o Cultural/Religious differences
63

o Language barriers20

o Communication procedures (country codes, etc.)

o Food aversions, holidays, etc. 

1.6.5 DOD Government Civil Servants - General Schedule (GS)

The number of government civilians working at military commands has 

risen dramatically due to the high numbers of military deployed and the 

drawdown of military end strengths. Military positions have converted 

over to civilian and government contractors are replacing military 

police, firefighters and trainers to fill the void left from military shortfalls. 

This growing category of civilian workers serving at the joint commands 

underscores the need for military personnel to understand their roles 

and responsibilities as civilian supervisors. It is important for the 

military supervisor to understand the background of the civilians 

assigned in the workspace. They could be retired military, active in the 

Reserves or Guard and because of their length of service, possess 

skills valuable to the military. Civilians should therefore be looked upon 

as members of the U.S. Government (USG) interagency team with 

knowledge, skills and abilities that will prove important toward mission 

accomplishment.

GS Civilian Position Guidelines: GS positions are governed by a job 

description or Position Description (PD) and may be further defined by 

a performance plan with specific job objectives. The PD will outline 

authorities and responsibilities of the job and is imperative to review if 

you are responsible to supervise and evaluate civilians. Similarly the 

performance plan and associated objectives should be reviewed and 

revised to meet your mission requirements. 

A properly constructed performance plan with supporting objectives 

coupled with timely supervisory direction will enhance the quality of 

performance in your workplace. 

GS pay classification: The GS pay scale is scaled by the 15-

grade/10 step system. GS employees are rated for a position based on 

education, experience, and relevant Knowledge, Skills, and Abilities 

(KSAs) and are generally hired into a pay grade at the first step (GS-

 

20 For example, English-as-a-Second Language (ESL) speakers and writers may use 

words in an unusual way. Native speakers/writers may quickly misinterpret the intent of 

the message. Alternatively, native speakers may use idioms that are not familiar to ESL 

speakers. Be very patient when communicating with ESL colleagues and clarify any 

unusual word choices.
64

12, step 1). Each additional step is earned after serving a prescribed 

period of service (at one, two or three year intervals) in at least a 

satisfactory manner.

Civilian Supervisor Responsibilities: Military personnel on a joint 

staff may be responsible to supervise and evaluate civilians. As a 

Military supervisor you have the responsibility to rate your civilian 

employees yearly and conduct one formal mid-term review. A 

supervisor should monitor and document civilian performance regularly, 

provide feedback and guidance and adjust the objectives and goals as 

necessary to achieve an efficient workforce. 

It is important to determine whether your civilian employees are 

represented by a labor organization, if your employees are in the 

bargaining unit it is advised that you review the local collective 

bargaining agreement contract. The contract will outline civilian duty 

day procedures, such as alternate work schedule, required steps for 

discipline counseling, employee reviews, appraisals, grievances, 

employee rights, management rights, and union bargaining obligations. 

Insure you know what management has agreed to in the contract in 

order to avoid supervisory mistakes. A simple managerial request for 

an employee to change office space or locations will typically require 

union notification. 

The success of your supervision will depend on the accuracy and 

comprehensiveness of your employee performance plans, the 

guidance and feedback you provide on an interim basis, your 

knowledge of the rights of management and union obligations and in 

the end your ability to motivate and communicate effectively with your 

employees.

1.6.6 Working with Government Contractors 

Contractors comprise a large portion of the DOD workforce. Military 

staff officers who supervise contractors should understand the principle 

contract currently in force that governs the Statement of Work (SOW)

for contractors in their workforce. 

Contractors are supplied from several different private companies who 

were awarded contracts to provide services and qualified personnel to 

meet Federal Government requirements. The detailed version of these

job requirements, responsibilities and deliverables are listed in a 

Performance Work Statement (PWS). A purchase order is negotiated 

and represents what the government pays the Contractor to supply 
65

qualified individuals to fulfill contract obligations. A contractor’s pay is 

determined by fees, rates, and salary requirements negotiated between 

the employee and contracting company at the time of hire. Contractor 

salaries are not a part of the public record, in contrast to GS Federal 

pay schedules. 

Statement of Work (SOW): Each contractor will have a published 

PWS or SOW for the specific job, product, or services purchased by the 

government. The PWS will outline the overall objective, products, 

services, specific tasks, reporting requirements and general information 

of contractor duty day, travel requirements and sources of funding. 

Each contractor normally has an assigned Program Manager (PM) who 

is responsible for the performance of the work and the daily 

management of the contract. The PM has full authority to act on all 

contractual matters relating to daily operation of the contract to include

personnel management and will assist the military supervisor as 

requested.

Working Relationships: Military staff officers who supervise 

contractors should request and study the PWS, Specific Tasks Section

to understand the job responsibilities or deliverables agreed upon 

between the government and contractor. As a supervisor you have the 

right to further define these tasks to support your military mission. 

Insure the PM has provided you the contractor’s performance plan and 

appraisal procedures. You should meet once during the performance 

cycle to review progress on performance objectives, provide employer 

feedback and counseling as required. The PM should be consulted for 

contractual interpretations and to resolve military/contractor 

differences.

Contractor Evaluation: Contractors normally conduct a selfassessment of their performance compared to stated objectives. 

Contractors should coordinate their assessment with the military 

customer. The military customer may exercise the right to comment on 

contractor performance and if performance is substandard require the 

PM to insure military objectives are met. Contractors may be eligible 

for performance bonuses determined by the private contractor in 

contrast to the GS performance award process. The military customer 

may convey their recommendations for contractor bonus compensation 

directly to the PM. 

Contractor Do’s and Don’ts

The following list was provided by the USNORTHCOM Civilian 

Personnel Office (CPO) and is a good general list to follow. You 
66

should contact your respective CPO to see if they have commandspecific guidelines. 

Do:

 Remember contractors are not Government employees

 Contractors must identify themselves as contractors during 

meetings, telephone conversations, correspondence & e-mails

 Treat contractors as valuable members of the Command team

 Understand their duties & responsibilities are defined via a 

performance work statement/task order

 Avoid conflicts of interest/unprofessional relationships

 Ask questions & seek advice 

 Know who the COR is for the contract(s) that you may 

supervise

Don’t:

 Get involved in the recruiting, selecting/hiring or firing of 

contractor personnel

 Direct, schedule or critique contractors

 Supervise contractors—avoid the appearance of an 

employer/employee relationship (i.e. personal services)

 Rate individual contractor personnel performance

 Use Govt & contractor personnel interchangeably

 Utilize contractors to develop Govt requirements or participate 

in the acquisition process (Performance Work Statements, 

Independent Govt Cost Estimates, technical evaluations)

 Disclose source selection information to contractor personnel

 Solicit or accept gifts from contractor personnel 

 Authorize work outside the scope of the contract (Only 

warranted Contracting Officers are authorized to obligate the 

Government)

 Provide official recognition (i.e. awards/letters of appreciation)

 Authorize participation in “morale building” events, time-off or 

administrative leave

Conclusion: The joint staff officer (JSO) will encounter GS federal 

civilians and private contractors, all working to support the mission of 

the Commander. It is important that JSOs recognize that military 

personnel, DOD civilians, and government contractors are all on the 

same team. Consult your Civilian Personnel Office, normally the J1 

Directorate for GS and military personnel management assistance. 
67

References:

 Office of Personnel Management (OPM) website, 

http://www.opm.gov/

 Performance Work Statement (PWS) J7-08-0005 (Joint 

Training Specialist Program)

1.6.7 Working with the other Services

An assignment to a combatant command or the Joint Staff will often 

represent a staff officer’s first true experience working with personnel 

from the other U.S. Military Services and possibly military personnel 

from North Atlantic Treaty Organization (NATO), allied, or coalition 

partner nations. Staff officers should recognize that each Service has

evolved its own unique culture and way of doing business based on 

Service history, traditions and operating environment. Historically, the 

Services have maintained enough of their own infrastructures to

execute most missions independently and self-sufficiently. Waning 

defense budgets, increasing hardware unit costs, advances in 

communications technology, and the events of the latter half of the 20th

century have created a new operating environment, one which 

demands the joint employment of U.S. military power. 

The requirement for joint employment of the U.S. Armed Forces has 

transformed the training, exercise, and operational environment. At 

earlier points in their careers military personnel are now receiving joint 

education and exposure to the other Services. 

Some examples of inter-Service joint operations and training include: 

 Navy, Marine Corps, and Coast Guard officers aspiring to 

become Naval Aviators and Naval Flight Officers have jointly 

trained since the beginning of Naval Aviation with flight 

instructors from those very same Services. Until recently, 

Army and Air Force helicopter pilots trained together for several 

decades.

 Marine Corps armor officers have trained and instructed at the 

U.S. Army Armor Center and School for years, while Navy 

personnel from the amphibious community have always been 

thoroughly invested and integrated with the Marine Corps. 

 In a more contemporary context, the Army and Air Force have 

worked jointly in the tactical airlift of both paratroopers and nonairborne personnel.

 Other officers may gain experience as exchange officers to 

other U.S. or NATO/Allied Military Services, such as those 
68

selected for opportunities like the Personnel Exchange 

Program (PEP). 

 A select number of personnel from all Services may attend the 

postgraduate educational institutions or the intermediate or 

senior service colleges of another Service, while others will 

serve on the staffs of Joint Task Forces (JTFs). 

While these interactions will help staff officers to understand that 

fundamental differences exist between the Services, operating in the 

joint environment with the multitude of Services and other partners can 

present a whole new set of challenges. The joint environment requires 

staff officers to overcome any Service-centric parochialisms and biases 

that they may carry. Staff officers should respect the synergy these 

differences can create and should be mindful of the impact they have 

on how joint personnel interact, operate, communicate, make 

decisions, and approach tasks.

A number of factors help influence the thought processes of individual 

officers in any joint command. Some of the more notable differences 

between the Services include:

 A centralized versus decentralized approach. Officers with 

backgrounds in land-based forces (i.e., Army and Air Force) 

will typically gravitate toward a “centralized control” mindset 

endemic of a higher headquarters model. Conversely, officers 

from the sea-based forces (i.e., Navy, Marine Corps, and Coast

Guard) may lean more toward a “decentralized” mindset as a 

carry-over from a history of ships operating independently at 

sea with limited communication to home. The way these 

mindsets apply will vary between combatant commands, often 

as a function of the operating environment and geographic 

area of responsibility. All newly-arriving officers should 

recognize that neither a centralized or decentralized approach 

has primacy and will often vary depending on the approach of 

the commander for that combatant command at that particular 

point in time. 

 Size and capacity versus speed and flexibility. The Army, the 

oldest Service, is steeped in traditions; it has an extremely 

manpower/soldier-centric operating environment. Its sheer 

size lends itself to an extensive logistical/support 

establishment. Conversely, you may observe that the Marine 

Corps, while also steeped in tradition and focused on the 

individual Marine, prides itself on its quick responsiveness and 

its minimal non-combatant infrastructure. Both of these 

dynamics demand strong leadership skills necessary for 
69

leading what may be large numbers of junior enlisted personnel 

into direct combat.

 Hardware-Centric versus Base-Centric. The Navy and the Air 

Force are extremely hardware-centric, i.e., ships and aircraft 

for the former, and aircraft and (to a lesser extent) missiles and 

spacecraft for the latter. The Navy tends to be ship-centric, 

often at the expense of their shore bases, while the Air Force is 

very base-centric, with an infrastructure and support network 

that are often the envy of the other Services. 

 General versus Specialized Enlisted forces. Navy and Air 

Force officers, accustomed to working with enlisted personnel 

who are specialized technicians, may approach joint staff work 

from a more technical or managerial perspective than that of 

their ground officer counterparts. 

 Static versus Dynamic Mission Sets. Coast Guard officers will 

tend to reflect many of the predilections of their Navy 

counterparts, albeit from the perspective of a Service that has 

had to historically operate with under-resourced assets, aged 

ships and aircraft, and a mission set emphasis which vacillates

between combat, law enforcement, and maritime safety. 

Although present in Joint Task Forces for the past two 

decades, Coast Guard officers in combatant commands are a 

fairly recent innovation, but will likely remain a permanent 

fixture for the foreseeable future. 

 Prior Experience Working with Senior Officers versus Little or 

None. Differences and disparities between the Services in 

career paths leading up to a joint assignment may surprise new 

staff officers in joint assignments. For example, Army and Air 

Force officers will likely come to a joint assignment with prior 

junior officer experience as an administrative “exec” to a senior 

officer at the O-5 and above level. In contrast, Navy, Marine 

Corps and Coast Guard officers will have had no such 

experience unless selected for one of the highly competitive 

Flag Aide or Aide-de-Camp billets to an O-7 or above who 

rates such an aide. 

Success in the joint environment will ultimately depend on the ability to 

work with other Services. Some tips that can enhance the joint 

experience include:

1. Suppress your Service pride and check your ego at the door. 

This will help you to operate more successfully within the joint 

environment. Although pride in your Service is important and 

expected, especially in military organizations where esprit de 
70

corps is so critical, you should not discount or exclude the 

capabilities or value-added from other Services.

2. Foster a joint culture that is not mutually exclusive of any one 

Service culture, but instead advocates all Service cultures and 

leverages the best aspects of each. Realize that a joint 

environment is different from your Service environment and 

avoid using generalizations to characterize the combatant 

command or its personnel. Do not use terms like “Army” 

instead of “Joint” or “soldier” instead of “Service member”. 

Additionally, use of terms like battalion or company tend to 

favor one Service and should be avoided if possible.

3. Strive to become familiar with the individual Service operating 

environments of your counterparts and to enlighten them on 

your Service environment. 

4. Learn about the diverse opportunities and experiences that 

your counterparts have had—particularly at the company grade 

and junior field grade officer level in each of the Services. 

5. Maintain an open mind and be open to applying what might be 

considered as previously “unconventional” approaches, within 

your individual Service. 

6. View your joint assignment as an opportunity to understand 

how the other Services work and to better understand what

determines the methodologies their officers employ. Identify 

ways to create synergy between the Services, seek and 

leverage the diverse expertise available to you, and advocate 

and employ a team approach.

7. Finally, remember that we in the joint environment must all 

work together to ensure that our mission and national defense 

requirements are fulfilled. Your experiences here at your joint 

assignment can play an important role when you return to your 

home Service and are tapped to integrate your operations with 

other Services, especially in commander or commanding 

officer positions, as part of a larger joint force. 

1.7 Maximizing Technology Software and Hardware 

Capabilities in the Combatant Commands

Effective staff officers must use the technology systems available to 

them to efficiently manage time and daily activities—these tools are

force multipliers. Staff officers are expected to embrace technology 

support tools and to maximize the capabilities to increase proficiency 

and quality in their daily work. 
71

Senior leaders expect good staff officers to have well-developed 

technology skills. Following is a list of desired skills to help determine 

the areas where you may need new or refresher training:

 Uses computer system to manage tasks well—files information 

so that it is easily accessible;

 Follows network security and information assurance protocols;

 Utilizes collaborative work tools to speed the process;

 Able to effectively navigate the world wide web and portals;

 Knows how to effectively use the web for research;

 Able to use the systems of ‘record’ throughout the specific 

command and the joint world to full capabilities;

 Uses the Microsoft® Office Suite at a high proficiency level:

o Able to use PowerPoint to effectively build and present 

four-star level briefings; able to embed and create drill 

downs; 

o Able to use Outlook effectively to manage high volume of 

e-mails, files, and communications related to staffing 

packages;

o Has advanced skills in Word for constructing and revising 

documents in multiple formats;

o Able to use Excel spreadsheets at the level required for the 

job (some jobs require more detailed use such as the 

ability to create pivot tables);

o If needed for the job, is able to use Microsoft®Project 

effectively.

 Has high proficiency for usage of messaging system 

(particularly important for host nation notification);

 Uses command-sponsored tasking management system

effectively (JSAP at the Joint Staff level, and the command 

specific system in the CCMDs);

 Is not afraid to try new technologies; is willing and able to 

use/learn other tools needed for the job (e.g., JOPES);

 Has a basic understanding of and uses joint systems and tools 

[e.g., JOPES, JCIDS, Joint Training Information Management 

System (JTIMS), and Integrated Priority List (IPL)].

Each combatant command uses numerous technology-based systems 

to make information available and to move information around (over 

300 technology systems are in use at the nine combatant commands). 

As an AO, a major portion of your job is to find valid information to 

support the tasks you are assigned. Listed below are some examples 

of the types of technology support tools available across the combatant 

commands. During orientation you will probably be introduced to the 
72

tools available or required in your organization; if not, you should ask 

your experienced colleagues about the available tools. Remember to 

talk with a broad variety of people as the technology skills and subject 

matter interest may dictate the tools and how much they are used. 

Some tools will require initial training which may take place in a 

classroom or may be on-the-job, learning-by-doing, or tutoring; for 

others, you may already have some user experience but may need a 

higher level of proficiency.

 Combatant Command Directories: designated directories 

accessible through your desktop with command specific 

information.

 Commander’s Knowledge Wall (CKW): a Microsoft®

SharePoint portal established on the Secret Internet Protocol 

Router Network (SIPRNet). In U.S. Southern Command 

(USSOUTHCOM), for example, the CKW consists of ten 

pages (or tabs):

o Home Page: Lays out Objectives, Vision, Mission, and 

Focus Areas.

o Staff Summary: Each J-Code provides the commander 

with information on current key issues.

o MILGRP Summary: Each MILGRP provides the 

commander with information on key issues or significant 

events relating to the respective country.

o IA Summary: The Interagency Weekly Summary is 

posted here.

o MILGRP RFA: Military Groups (MILGRPS) post Requests 

for Assistance and the status of those requests. Data is 

removed when assistance is completed.

o COMP SITREP: Component Commanders provide a daily 

Situation Report (SITREP), which includes the Component 

Commander's Evaluation/Assessment Report.

o SIG Event: All significant events are posted weekly.

o CDR Travel: A page that includes the Commander's 

(CDR’s) upcoming travel.

o Engagement Calendar: Events occurring at the 

command or requiring command leadership participation.

o Senior Leader Travel: A prioritized list of senior leader 

travel.

The objectives of the CKW include:

 Enhance the commander's productivity, connectivity, 

synchronization, and response time in decision-making.

 Enable migration and consolidation of information-sharing tools 

into a single environment.
73

 Facilitate horizontal and vertical information sharing, 

knowledge management, and overall understanding of the 

commander's directed action.

Synchronous web-based meeting and briefing tools: although 

many are available, one example is the Defense Connect Online (DCO, 

or Button 2) capability in use DOD-wide and is available to members of 

the Interagency. DCO is Adobe Connect software that provides a webbased meeting platform with many powerful options. DCO provides 

virtual meeting rooms for collaboration in real-time. DCO is available 

on Non-secure Internet Protocol Router Network (NIPRNet) and 

SIPRNet (initial account creation is on NIPR at 

https://www.dco.dod.mil/).

Portals: web-based entry points that create access into multiple webenabled sources of information. Portals allow users to access 

information from a broad spectrum in a unified format. One example is 

the Army Training Requirements and Resources System (ATRRS), 

which compiles student, school, and course information from a variety 

of sources and presents it in common location and format. Another 

example is Google that, when conducting a search, searches multiple 

sites to find the most common results. Portals are powerful tools that 

multiply information management capabilities.

Knowledge Management Tools: tools that help create, capture, find, 

organize, analyze, share, and maintain organizational knowledge and 

expertise. As an example USSOUTHCOM’s CKW is a SharePoint 

portal established on the SIPRNet: 

 Wiki: a page or collection of web pages designed to enable 

anyone who accesses it to contribute or modify content using a 

simplified markup language. Wikis are often used to create 

collaborative websites and to power community websites. 

Wikipedia is a well-known online information source (an 

electronic dictionary and encyclopedia where the content is 

provided by anyone who wants to submit definitions of terms 

and source information.

 Blog: (a contraction of the term "web log") a website, usually 

maintained by an individual with regular entries of commentary, 

descriptions of events, or other material such as graphics or 

video. Entries are commonly displayed in reversechronological order. A typical blog combines text, images, and 

links to other blogs, web pages, and other media related to its 

topic. The ability for readers to leave comments in an 

interactive format is an important part of many blogs. 
74

Leadership at USSTRATCOM, for example, established a blog 

as a way for the commander to interface with all levels of 

personnel. 

 Content Management Tools

o Document Repository (Any Time): a shared repository 

for documents and other work products. The ability to 

store and retrieve information and knowledge from any 

place at any time is core to team work today. A repository 

can be as simple as a shared drive online or a memory 

stick of folders and files that you pass around. Or it can be 

as comprehensive as a tailored team room (see below).

o Discussion Threads (Any Time): in use for 40 years, the 

original any-time group collaboration tool of the Internet. 

They allow focused conversations over an extended period 

of time among, essentially, unlimited numbers of people. 

On a large-scale, this technology supports professional 

fora and communities of practice. On a small-scale, teams 

can develop, discuss, and track a range of topics—from big 

ideas to bug fixes. 

o Leader-Team Room (Any Time): online team room which 

provides a common home for people who function as a 

unit. It serves as a flexible repository and may have 

discussion capabilities. In general, such rooms have a 

menu of optional functions such as calendars and lists. 

Tailored leader-team rooms are configured to support 

elements common to all leader-teams. Since they are 

relatively permanent places, such rooms accumulate 

knowledge and dynamically reflect a team’s personality. 

U.S. European Command (USEUCOM) uses the Leader 

Team Room to support their Teams of Leaders Practice.

o Push-Pull-Prod: capabilities of a good knowledge 

management system. A good team room technology 

allows a team or teams to employ all three approaches to 

communication. For push, you can set alerts for changes 

in content areas and discussions, or announcements made 

on the home page. For pull, the team room is a repository 

of all the team’s shared information about itself, its work, 

and often the work itself (if it is an information product). 

Prod technology is currently in its infancy for leader-teams, 

but prodding comprises much of what team meetings and 

messaging are all about. Here, good virtual collaboration 

behaviors are the prod (for more information, see U.S. 

European Command’s (USEUCOM’s) ToL Handbook 

Coordinating Draft v.1.2.)
75

 Examples of other systems—DOD and Joint 

o SIPRNet: the Secure Internet Protocol Router is DOD's 

largest interoperable command and control data network, 

supporting the Global Command and Control System 

(GCCS), the Defense Message System (DMS), 

collaborative planning and numerous other classified 

warfighter applications.

o NIPRNet: Non-Secure Internet Protocol Router Network—

a global long-haul IP based network to support unclassified 

IP data communications services for combat support 

applications to the DOD, Joint Chiefs of Staff (JCS), 

Military Departments (MILDEPs), and Combatant 

Commands (CCMD). NIPRNet provide seamless 

interoperability IP services to customers and is a common 

tool across all Services; is one of many systems required 

to perform daily tasks. All taskers, however, are sent on 

the SIPRNet, even though not all are classified, which 

often creates extra work, and limits assignment of tasks. 

o Defense Military Message System (DMS): a secure email system to ensure safety for critical operations. DMS 

was developed for the United States DOD to replace the 

Automated Digital Network (AUTODIN), the previous 

official DOD e-mail system as well as 45 separate e-mail 

systems that functioned within the DOD. Local users of 

DMS may log onto the system through a user-interface, 

such as Telos Automated Message Handling System 

(referred to as Telos or AMHA).

o JOPES: Joint Operation Planning and Execution 

System—the Chairman of the Joint Chiefs of Staff’s joint 

planning system. It covers the planning spectrum from the 

president and SecDef through the Chairman, to the 

combatant commanders and the joint task force 

commanders. JOPES governs all aspects of conventional 

joint military operations planning and execution. It is the 

tool used by all echelons of planners and operators to 

speak a commonly understood language. JOPES 

furnishes joint commanders and war planners at all levels 

the standardized policies, procedures, and formats to 

produce and execute a variety of required tasks.21

 

21 The other use of the acronym JOPES is for the online tool used to build TPFDDs 

(time-phased force and deployment data).
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o DRRS: Defense Readiness Reporting System—is a 

mission-focused, capabilities-based, common framework 

that provides the combatant commanders, Military 

Services, JCS, and other key DOD users a data-driven 

environment and the tools for evaluating, in near real-time, 

the readiness and capability of U.S. Armed Forces to carry 

out assigned and potential tasks.

o JTS: Joint Training System—a four-phase iterative 

process used in the identification of capability 

requirements, the planning, execution, and evaluation of 

required training, as well as the assessment of training 

readiness.

o JTIMS: Joint Training Information Management System—

a web-based system providing automated support to the 

JTS. The system is used by the Joint Staff and major 

commands to manage all large-scale, military training and 

operational events. The JTS provides a multi-phase 

methodology for aligning training strategy with assigned 

missions while optimizing application of scarce resources. 

JTIMS supports the task-based, closed-loop features of the 

JTS by facilitating the development of an integrated, taskbased thread to guide all four JTS phases. Training 

requirements, plans, events, and assessments are all

linked to mission and mission essential tasks.

o JLLP: Joint Lessons Learned Program—composed of 

lessons learned and operational organizations distributed 

across the Services, combatant commands, CSAs, NGB, 

U.S. Government, Interagency and Coalition community. 

The JLLP process produces validated information that 

enables actionable Doctrine, Organization, Training 

Materiel, Leadership and Education, Personnel, and 

Facilities (DOTMLPF) changes to improve joint capabilities. 

The JLLP is a crucial element in enabling complex 

adaptive responses to changes in the military environment 

and exists to capture and process operational observations 

that improve readiness, capabilities, and combat 

performance. 

o JLLIS: Joint Lessons Learned Information System—webbased system providing automated solution supporting 

implementation of the Chairman’s Joint Lessons Learned 

Program. JLLIS facilitates the development of key 

products to support discovery, validation, issue resolution 

processes, evaluation, and dissemination. JLLIS is used 

by a global community of users to include DOD, CSAs, 
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Services, U.S. Government Interagency, and our Coalition 

partners.

o JKO: Joint Knowledge Online—a web-based training and 

Learning Management System (LMS) used in several 

combatant commands to deliver relevant, operationally 

focused joint training and knowledge services and 

products. This system can also be used to manage and 

track command-wide training requirements and manage 

training related information. Note: Combatant commands 

use other LMS’s: check with your training staff to learn 

which system is used in your command.

o JCIDS: Joint Capabilities Integration and Development 

System—one of three decision support systems that 

together form the joint acquisition process. JCIDS

represents the identification of needed capabilities upon 

which acquisition programs are built. JCIDS replaced what 

previously was called the Requirements Generation 

System (RGS).

o Tasking Management Systems: each combatant 

command has a tasking management system used to 

manage assignments. You will receive training on the 

specific system used within your command.
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Section 2. Interpersonal Skills Requirements

2.1 Building Constructive Work Relationships in a 

Joint Environment

The diversity of the workforce and the fast-pace in a combatant 

command requires the development of constructive work relationships 

and good collaborative skills. Because most staff officers come to a 

combatant command from operational assignments where traditional 

command structures and protocols formed the basis of communication 

and task management, it may be difficult to accept the fact that the 

work environment won't tolerate an "I'm in command" attitude. The 

following tips from senior leaders and successful staff officers are 

behaviors to incorporate in your daily work: 

 Become knowledgeable of roles and responsibilities as well as 

organizational cultures of work partners—other Services, 

interagency and multinational partners, Guard and Reserve 

personnel, government civilians and contractors.

 You must learn to work effectively across the other directorates—

even when they may be “stove-piped;” share information willingly 

and be cooperative with peers. Find collaborative ways to get 

accurate information in a timely manner—work to build 

consensus. View personnel within a command as allies and 

friends, not as the enemy.

 In a diverse work environment a collaborative and persuasive 

approach is more effective than giving commands and orders. 

Identify who else has input for a task and include them early in the 

process; build coalitions.

 Even though you may develop a passion for a topic, keep 

emotions in check; tasks often require group ownership. 

Remember, you may be the facilitator and owner of the task, but 

the problem and solution are owned by the organization—it is a 

team endeavor.

 Build trust through open communication; use compromise and 

cooperation as the main approach to business; build consensus 

through collaborative practices.

 Identify and cultivate reliable sources of information internally and 

externally across the joint world. Build strong networks and points 

of contacts and be a reliable source of information yourself.
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 Find strengths in people instead of weaknesses; work well with 

others and try to bring out the best in people. 

 Ensure that the meetings you facilitate lead to collaboration not 

divisiveness.

 Be respectful of others’ workloads.

 Share information willingly, even if others do not—set the 

example.

 Develop effective negotiating skills to reach consensus or 

agreement; understand the need for compromise and cooperation 

as the main approach to business. As needed, be able to 

facilitate conflict resolution for personal projects and sometimes

the intermediary for others.

 Use active listening skills; listen to subordinates and peers, as well 

as senior leaders.

 Be empathetic—try to understand issues from the point of view of 

others.

 Be a team player—work cooperatively with partners, allies, other 

Service members, interagency partners, and other members of 

team—they bring a lot of experience and different ways of 

accomplishing tasks. Do not fall into becoming Service—or 

organization-biased—work with people, regardless of their 

affiliation.

 Develop and use interpersonal skills that allow others to feel well 

utilized—not used.

 Practice a collaborative work style—be inclusive, ask instead of 

command.

 Build partnerships with other people in the command.

 If you tell someone you will do something, do it.

 Make an effort to learn about the organizational cultures of 

personnel from non-military organizations.

 Work to build consensus in staff actions.

 Keep the mission at the front of all tasks and remember that you 

can do little by yourself—you need the help of others, and they 

need you.

If you have the opportunity, you may want to take a course in 

negotiation skills. Several staff officers who were recognized by their 

combatant commands as model staff officers said they had taken 

business courses—not military courses—on how to negotiate; each 

indicated that the courses had helped them significantly in their 

required staffing efforts. One officer found an advertisement in an 

airline magazine while on travel, took the course, and claimed it was 

one of the most significant courses he had ever taken.
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2.2 Teambuilding

2.2.1 Principles of Teamwork

Effective joint operations require close coordination, synchronization, 

and information sharing across the staff directorates. As a result, staff 

officers serving in the joint arena will often be required to serve on a 

variety of teams during their assignments. Senior leaders and 

experienced staff officers have frequently stressed the importance of 

the ability of joint staff officers to function effectively within the team 

environment. This section is intended to provide a better 

understanding of teamwork, some challenges that members of teams 

can face, and provide some strategies for working effectively in this 

context.

What is a team?

A team is defined as “a group whose members have complementary 

skills, are committed to a common purpose, or set of performance 

goals for which they hold themselves mutually accountable.”22 Many 

studies have shown that teamwork improves mission performance, 

increases productivity, and reduces staff conflict. Teamwork eliminates

unnecessary layers of management, thereby decreasing the time 

needed to make recommendations, deliver products, and make 

decisions. If a staff officer does not know how to operate in this 

environment, the team can suffer and become ineffective. Staff officers 

possessing strong interpersonal skills, exercising effective 

communication, and maintaining a mission focus are more likely to be 

effective in their job. 

Challenges of Teamwork

Anyone that has ever been on a team knows that getting a team to the 

point of effective performance can be (and often is) hard work. There 

are numerous team-specific aspects, organizational realities, personal 

leadership styles and interpersonal skills that can affect the success of 

a team. Some common challenges that staff officers serving on a team 

may encounter include:

 Each team will fall under the principal oversight of a staff 

directorate and the team leader is usually the representative 

from the organization with the responsibility to meet the 

objectives of their superior(s).

 

22 Greenberg, Jerald, “Managing Behavior in Organizations,” 3rd Edition, Upper Saddle 

River, NJ, Prentice Hall.
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 Team members will often represent different stakeholder 

interests—sometimes conflicting—and all must be considered

and addressed. 

 Team members may not have been delegated the proper 

authority to speak on behalf of their organization, may not know 

enough to adequately represent their interests or may not have 

been given permission to participate fully. 

 Teams require a great deal of planning, organization and follow 

through on the part of all members.

 Team members do not always know all of the inner workings of 

their own office, let alone their Directorate.

 Teams must go through a learning process to become effective 

and that can take time. It is not uncommon for teams to be 

temporarily less productive than before the team’s 

establishment.

 Interpersonal skills of individual team members can have a 

large impact on the effectiveness of the team as a whole. 

Specifically, leadership skills, communication and persuasion 

skills, attitudes toward diversity, self-awareness, willingness to 

engage in information sharing, conflict management, 

willingness to accept responsibility and cooperate with others 

are all essential to team performance.

Tips for Team Success

Although teamwork has many challenges, there are many skills and 

effective strategies that staff officers can use to increase their chance 

for success. Staff officers should approach teamwork by remembering 

that the team will perform at its best when all members:

 Are focused on a common goal;

 Embrace the mission that has been established;

 Understand how their role on the team fits into the bigger 

picture;

 Are engaged in forming policies, establishing procedures, and 

making decisions at their level; and

 Are willing to fully participate and voice their concerns in a

constructive way. 

Each combatant command team can benefit by practicing the following 

principles:

 Senior leaders must understand and support the team’s 

objectives and provide appropriate guidance, training and 

authority to the team.
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 Teams must communicate effectively with senior leadership 

and seek out the guidance and support that they need to 

succeed in their mission.

 Although there is a team leader for most teams, it is important 

that these bodies function as one unit and that the team be 

self-governed. Team leaders should view themselves as 

coaches that strive to create win-win situations. 

 Teams should keep good records and provide training and 

important background information to new members. 

 Current challenges, tight deadlines, and all priorities must be 

effectively communicated to the team.

 Teams need to cooperate, coordinate, and deconflict not only 

within their own members, but also with other teams in the 

organization. It may sometimes be necessary for teams to 

engage on certain issues with other cross-functional teams that 

have a stake in a project, product, or deliverable.

 Staff officers should engage in continuous interpersonal skill 

development and life-long learning practices that affect their 

ability to operate within the team. 

The Nature of Combatant Command Teams

Most combatant commands are organized by function, which can lead 

to stovepipes and inefficiencies within the organization. For this 

reason, combatant commanders are advised to establish work teams to 

manage important combatant command responsibilities. These teams 

serve a variety of functions and operate at many levels of the 

combatant command to manage specific processes and accomplish 

tasks in support of mission accomplishment. For example, General 

Officer/Flag Officer (GO/FO) level senior leadership may organize 

several groups to comprise what is often referred to as a Board or 

Bureau. Cells, Centers, and Councils are also groups formed within 

the combatant command at the O-6 level. Similarly, working groups 

may be formed at the Action Officer (AO) level to serve as a liaison or 

adviser to more senior level leadership. Finally, some combatant 

commands may form teams at any level to deal with certain issues on a 

more informal basis. These bodies are referred to as Boards, Bureaus, 

Cells, Centers and Working Groups (B2C2WG). Because each body

fills a crucial role, it is important that joint staff officers understand the 

principles of teamwork and how to succeed in a team environment. 

The purpose of the establishment of B2C2WG entities is multi-faceted. 

Specifically, each combatant command team serves to:

 Provide a venue for all stakeholders to interface on issues of 
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mutual interest and ensure appropriate representation for 

important decisions;

 Establish a battle rhythm to achieve integration of staff that all 

have unique contributions to the Headquarters;

 Create a body that can make suggestions and

recommendations on issues affecting a variety of functions 

within the combatant command;

 Assist with the establishment and maintenance of staff policies 

and procedures;

 Develop and propose solutions to problems affecting the team 

interests.

Some examples of the existing B2C2WGs at the combatant commands 

may include:

 Joint Plans and Operations Board (JPOB)

 Joint Facilities Utilization Board (JFUB)

 Joint Civil-Military Engineer Board (JCMEB)

 Joint Plans and Operations Council (JPOC) 

 Explosive Hazards Coordination Cell (EHCC)

 Humanitarian Assistance Coordination Center (HACC)

 Force Protection Working Group (FPWG)

 Joint Interagency Coordination Group (JIACG)

 Information Operations Working Group (IOWG)

 Intelligence Working Group (IWG)

 Joint Targeting Working Group (JTWG)

 Joint Steering Group (JSG)

 Joint Planning Group (JPG)

 Military Command, Control, and Information Systems Working 

Group (MCCISWG)

 Rules of Engagement Working Group (ROEWG)

Boards, bureaus, cells, centers, elements, Working Groups (WGs), 

groups, offices, and planning teams facilitate planning by the staff, 

decision-making by the commander, and execution by the 

Headquarters (HQ). Although cross-functional in their membership, 

most boards, bureaus, cells, centers, elements, WGs, groups, offices,

and planning teams fall under the principal oversight of the staff 

directorates. This arrangement strengthens the staff effort in ways that 

benefit the organization and its commander in mission execution.
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Figure 4 provides an example of the structure of the B2C2WG concept.

Figure 4: Example B2C2WG

Note: Each combatant command will establish different teams to achieve their missions 

and this diagram is intended to provide only a framework of the doctrinal perspective on 

B2C2WGs. Staff officers should check with their office to find out which teams exist at 

their combatant command.

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It is important to note that B2C2WGs will have a hierarchy within their 

combatant command and operate at many different levels of the 

command. At the lowest level, working groups are responsible for 

making plans, doing studies, making estimates, and leading projects. 

Councils lay in the middle of the hierarchy and are considered the 

gatekeepers and are responsible for recommending priorities, 

synchronizing and organizing activities. Finally, at the top of the 

hierarchy, the Board is responsible for making decisions about 

command and operational priorities and integrating and synchronizing 

them. It is also important to note that in a typical team hierarchy, there 

are usually higher numbers of working groups and teams, fewer 

Councils and an even smaller number of Boards. 

Tips for Success in a B2C2WG

B2C2WGs must have clearly defined goals and specified authorities to 

be successful. These teams will usually have a charter that articulates 

these areas as well as specifies the chairperson, mandatory and 

optional members. Other factors that may help to maximize combatant 

command team effectiveness include:

 Determine the optimum size of the committee and identify the 

Chairperson.

 Meetings should only be held when there is a demonstrated 

need to have the entire team together.

 Meetings should be scheduled and held on a regular date and 

at a predetermined start and end time. They should start and 

end on time, and cancellations/reschedulings should be 

minimized. 

 The purpose of the meeting must be clearly stated up front and 

an agenda must be preplanned. Each meeting should have 

clearly defined goals and deliverables and ensure the time is 

well-spent and focused on the issues at hand.

 The agenda and all supporting material for the meeting should 

be distributed before the meeting.

 During the meeting, the Chairperson should ensure that the 

environment is conducive to team success. Some ways the 

leader can accomplish this include:

o Come to the meeting prepared.

o Plan ahead and be organized.

o Communicate often to team members.

o Show respect for team members and their ideas.

o Be fair to all team members.

o Be predictable and consistent, and always demonstrate 

competence.
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o A secretary should be appointed to manage minutes, 

maintain appropriate invitee lists, and organize meetings 

Meeting minutes should include:

 The date, the start and end time, and location of the 

meeting;

 Names of the attendees and those who were absent;

 Summary of the content of the meeting, discussions 

held and decisions reached;

 Details of the next meeting date, time, and location.

o Open communication during the meeting should be 

encouraged and all ideas heard.

o Conflicts should be managed, resolved, and minimized.

o An environment of mutual respect and trust among team 

members should be fostered and encouraged.

o Teams should avoid “group think” where seeking 

agreement becomes so dominant in groups that it 

overrides the realistic appraisal of alternative problem 

solutions.

Group maturity and effectiveness is the desired end state for all work 

teams. This will be achieved when the members work toward a 

common goal, have open communication, function effectively as a 

team, and have the equipment, tools and skills necessary to 

accomplish their objectives.

References: 

 Alessandra, T., Hunsaker, P., “Communicating at Work,” New 

York, Simon and Schuster.

 Certo, Samuel C., “Modern Management,” 9

th Edition, Upper 

Saddle River, NJ, Prentice Hall.

 Greenberg, Jerald, “Managing Behavior in Organizations,” 3

rd

Edition, Upper Saddle River, NJ, Prentice Hall.

 Joint Publication (JP 3-0) Joint Operations, Section 33, JTF 

HQ.

 Stewart, G., Manz, C., Sims, H. “Team Work and Group 

Dynamics,” John Wiley and Sons, NJ.

2.2.2 Commander’s Decision Cycle

Ultimately, the combatant command B2C2WGs support the 

Commander’s Decision Cycle. The decision cycle assists the 

commander in understanding the environment and in focusing the staff 

to support critical decisions and actions. Through the cycle, the 
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command assesses progress, conducts planning based on this 

assessment, directs tasks to subordinates, requests or recommends 

actions to stakeholders, and monitors operations and the environment 

to support assessment. Communications, within the headquarters and 

with higher, adjacent, and subordinate commands, are vital to the 

success of the decision cycle. 

Figure 5: Commander’s Decision Cycle

The decision cycle operates across three event horizons—current 

operations, future operations, and future plans—each of which moves 

at a different rate as they go through the key aspects of the cycle. 

Each event horizon requires battle-rhythm events to support planning, 

execution, and assessment.

 The current operations event horizon focuses on the ‘what is,’ 

and can rapidly progress through the decision cycle—

sometimes minutes for quick breaking events. 

 The future operations event horizon focuses on the ‘what’s

next,’ and normally moves slower with more deliberate 

assessment and planning activities.

 The future plans event horizon focuses on the ‘what if,’ 

interacts with higher headquarters planning efforts, and moves 

very deliberately through the decision cycle. 
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The Commander’s Decision Cycle is synchronized with higher, 

adjacent, and subordinate echelon headquarters’ decision cycles 

across all three event horizons. 

The Battle Rhythm represents a logical arrangement of the B2C2WGs 

over time (days, weeks, months), based on the support needed at 

various phases by the Commander’s Decision Cycle. The Battle 

Rhythm schedule also includes time for creative thought; unforeseen 

events; rest, stress relief and physical training; interaction with other 

commands; and the commander’s battlefield circulation.

Reference: 

Joint Operations: Best Insights and Practices, 2nd Edition, July 2008. 

GEN (Ret) Gary Luck, COL (Ret) Mike Findlay and the JWFC Joint 

Training Division.

2.3 Coordinating with other Directorates

Staff officers have identified that one of the biggest obstacles of getting 

work completed is coordinating input from other personnel. Often a 

junior officer leads a task that requires input from more senior 

personnel or from government civilians and interagency personnel over 

whom they have no authority.

Coordination is a crucial task that permits the stakeholders of an issue 

to participate and contribute to the decision-making process. Effective

staff officers identify the participants required in an action early on and 

keep the communications channels open—receiving as well as sending 

updates and other pertinent information. Typically there are three or 

more rounds of coordination. In the first round, by including peers and 

subject matter experts early in the process, good staff officers identify 

weaknesses of the project and are able to make adjustments in a 

staffing package before moving up the chain. 

In the second round, other directorates and organizations disagreeing 

with a particular action may recommend or request changes to the text. 

The staffing officer is responsible, sometimes with guidance from his or 

her immediate supervisor, for making appropriate changes and then 

notifying stakeholders of changes made before moving forward. 

The final round of coordination is a formal request to the designated 

Point of Contact (POC) within a specific group for either concurrence or 

non-concurrence. For this final round, the POC coordinates within his 

own group as needed and then responds back representing the voice 
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of the senior person in his or her group to the AO managing the task. 

When a staff officer must non-concur with an issue he or she should 

provide specific comments, objections, and rationales for nonconcurrence. With non-concurrence from one or more organizations, 

the lead organization reviews the reasons, considers options, and then 

makes a final recommendation on the issue. 

It takes a little time to understand the general interactions, 

interdependencies, and coordination requirements within a combatant

command. During your orientation courses you will begin to get a feel 

for the structure of the command and how the coordination process is 

supposed to work, but much of what you learn will be on the job 

training—learning by doing. The people around you want you to 

succeed, and are willing to help, so begin early in your assignment 

building a strong network of subject matter experts within the 

command, across the other combatant commands, and among other 

joint personnel. 

Ask questions up front rather than when you get behind schedule; try to 

gain as clear an understanding as possible of each task—do not be 

afraid to ask for clarification. Frequently the expectation for staff 

officers is that they are able to answer each task gaining consensus in 

the process without GO/FO involvement.

Staff officers have to learn how to work effectively across directorates 

and to get people in other groups to share information; it is not always 

easy if departments get “turf protective.” But sharing information with 

others, instead of hoarding it, and using compromise and cooperation 

as the main approach to business will help you get accurate 

information in a timely manner. Open communications builds trust, and 

having others trust you is one of the most valuable assets you can 

have in the coordination process.

It is important to find ways to get cooperation from the many individuals 

you will need to help you complete work tasks. The following strategies 

are offered to help you get the collaboration you need:

 Remember that other people are working just as hard as you, 

are professionals, and that you are all on the same team.

 Be respectful of other people’s workloads and time.

 Make efforts to get to know people from other directorates with 

whom you will be working. It helps for you to meet them faceto-face, see their work environment, and have them meet you. 

 When asking for action or input from someone (within your 

combatant command or outside of it):
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o Clearly state your objective; 

o As precisely as possible, identify what action you need and 

by when;

o Ask if they need anything else from you in order to take the 

requested action (e.g., another new staff officer may ask 

for some background information to be better prepared to 

brief his supervisor in order to meet your requested action).

 Ask for information or action, don’t command or demand.

 Do not “name-drop” or “rank drop;” appeal to the individual by 

stating something to the effect, “My task is to____, and I need 

input from your directorate by (date). Your name was given to 

me as the POC. Can you help me?” If the answer is no, ask 

them to help you find who can help you. Thank the person for 

their assistance—they may be your contact on the next action.

 Use a phone call instead of an e-mail when feasible—personal 

communication allows you to clarify your request for action; 

follow-up with an e-mail thanking them for their help and 

restating their commitment for requested action.

 Make a list of contacts and their e-mail and phone numbers for 

each project; keep the list in your electronic folder and write it 

on the front of your hard copy file folder. Keep track of those 

contacts helpful in completing your task; follow-up with a “thank 

you” e-mail.

 When feasible, send a reminder of an expected action before it 

is due, asking if any complications have arisen to prevent or 

delay the action. If problems have arisen, determine the 

criticality and ask if there is anything you can do to facilitate. If 

necessary, call a meeting of those involved to see if there are 

ways to overcome obstacles to completion of the task.

 If you do not get participation from others, or do not get action 

by the requested time, do not let emotion get in the way—

sometimes there are legitimate reasons. Be assertive and firm, 

but not attacking or blaming, saying, for example, “My 

department needs your department’s input by close of business 

today; if you are unable to follow through who will be 

responsible for the input from your office?” Always try to be 

polite and professional, even if you don’t feel like it sometimes; 

thank the individual for their time.

 Do not hide behind e-mails; if you cannot get the commitment 

you need from a department, get up and go to the office for a 

face-to-face request; for communicating with geographically 

distant personnel, pick up the telephone.

 Set the example; help people even when they did not help 

you—establish your reputation as a “go-to person,” as 
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someone who is mission-focused, willing to help, and a teamplayer.
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Section 3. Joint Military Knowledge

3.1 Foundational Joint Knowledge 

3.1.1 Organization for National Security

Overview of National Security Structure 

National strategic direction is governed by the Constitution, federal law, 

U.S. Government (USG) policy regarding internationally-recognized law 

and the national interest. This direction leads to unified action. The 

result of effective, unified action is unity of effort to achieve national 

goals. At the strategic level, unity of effort requires coordination among 

government departments and agencies within the executive branch, 

between the executive and legislative branches, with non-governmental 

organizations, inter-governmental organizations, the private sector, and 

among nations in any alliance or coalition.

The security environment is extremely fluid, with continually changing 

coalitions, alliances, and partnerships. New (both national and 

transnational) threats are constantly appearing, disappearing, or in 

remission. The U.S. military is well positioned to conduct operations,

but must also be prepared to address emerging peer competitors and 

irregular, catastrophic, and disruptive challenges.

The ability of the United States to achieve its national strategic 

objectives is dependent on the effectiveness of the USG in employing 

the instruments of national power. These instruments of national 

power (diplomatic, informational, military, and economic), are normally 

coordinated by the appropriate governmental officials, often with 

National Security Council (NSC) direction. They are the tools the 

United States uses to apply its sources of power, including its culture, 

human potential, industry, science and technology, academic 

institutions, geography, and national will.

As the military instrument of national power, the Armed Forces must 

ensure their adherence to U.S. values, constitutional principles, and 

standards for the profession of arms. The United States wields the 

military instrument of national power at home and abroad in support of 

its national security goals in a variety of military operations.
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Numerous governmental organizations are involved in the formulation 

and implementation of U.S. national military strategy. To best 

understand the explanation of the role of the Joint Chiefs of Staff in 

national security, you first need to become familiar with those 

organizations and agencies responsible for the planning and execution 

of military operations, including their history, organizational structure, 

and command relationships. 

The President and Secretary of Defense

Constitutionally, the ultimate authority and responsibility for the national 

defense rests with the president. Since the passage of the National 

Security Act of 1947, the president has used the Secretary of Defense

(SecDef) as his principal assistant in all matters relating to the National 

Military Establishment (NME)—later the Department of Defense. The 

Secretary has statutory authority, direction, and control over the Military 

Departments and is responsible for the effective, efficient, and 

economical operation of the department. 

The president and SecDef, through the Chairman of the Joint Chiefs of 

Staff (CJCS), provide direction for Service Secretaries and Combatant 

Commanders (CCDRs). The National Security Strategy (NSS), signed 

by the president, addresses the tasks that, as a nation, are necessary 

to shape the global environment and provide enduring security for the 

American people. It provides a broad strategic context for employing 

military capabilities in concert with other instruments of national power. 

The National Strategy for Homeland Security, also signed by the 

president, provides national direction to secure the homeland through a 

comprehensive framework for organizing the efforts of federal, state, 

local, and private organizations whose primary functions are often 

unrelated to national security.

The president and SecDef exercise authority and control of the Armed 

Forces through two distinct branches of the chain of command. One 

branch runs from the president, through the SecDef, to the CCDRs for 

missions and forces assigned to their commands. The other branch 

used for purposes other than operational direction of forces assigned to 

the Combatant Commands (CCMDs), runs from the president, through 

the SecDef, to the Secretaries of the Military Departments. The Military 

Departments, organized separately, operate under the authority, 

direction, and control of the Secretary of that Military Department. The 

Secretaries of the Military Departments exercise authority through their 

respective Service Chiefs over Service forces not assigned to the 

CCDRs. The Service Chiefs, except as otherwise prescribed by law, 

perform their duties under the authority, direction, and control of the 
95

Secretaries of the respective Military Departments to whom they are 

directly responsible.

National Security Council (NSC)

The NSC is the president's principal forum for considering national 

security and foreign policy matters with his senior national security 

advisors and cabinet officials. Since its inception under President 

Truman, the Council's function has been to advise and assist the 

president on national security and foreign policies. The Council also 

serves as the president's principal arm for coordinating these policies 

among various government agencies.

The NSC is chaired by the president. Its regular attendees (both 

statutory and non-statutory) are the vice president, the Secretary of 

State, the Secretary of the Treasury, the SecDef, and the Assistant to 

the President for National Security Affairs. The CJCS is the statutory 

military adviser to the Council, and the Director of National Intelligence

(DNI) is the intelligence adviser. The chief of staff to the president, 

counsel to the president, and the assistant to the president for 

economic policy are invited to attend any NSC meeting. The Attorney

General and the Director of the Office of Management and Budget 

(OMB) are invited to attend meetings pertaining to their responsibilities.

The heads of other executive departments and agencies, as well as 

other senior officials, are invited to attend meetings of the NSC when 

appropriate.

The National Security Council was established by the National Security 

Act of 1947 (PL 235 - 61 Stat. 496; U.S. Code 402), amended by the 

National Security Act Amendments of 1949 (63 Stat. 579; 50 USC 401 

et seq.). Later in 1949, as part of the Reorganization Plan, the council

was placed in the executive office of the president.

Department of Defense (DOD)

The United States DOD is the federal department charged with 

coordinating and supervising all agencies and functions of the 

government relating directly to national security and the military. The 

organization and functions of the DOD are set forth in Title 10 of the 

United States Code.

The DOD is the major tenant of the Pentagon building near 

Washington, D.C., and has three major components—the Department 

of the Army, the Department of the Navy, and the Department of the Air 

Force. Among the many DOD agencies are the Missile Defense 

Agency, the Defense Advanced Research Projects Agency (DARPA), 
96

the Pentagon Force Protection Agency (PFPA), the Defense 

Intelligence Agency (DIA), the National Geospatial-Intelligence Agency

(NGA), and the National Security Agency (NSA). The department also 

operates several joint service schools, included in the National Defense 

University (NDU).

World War II and its aftermath furnished the impetus for unification of 

the Military Departments under a single cabinet-level secretary. 

Anticipating the needs of a peacetime military organization, an in-depth 

review by congressional, executive, and military groups began even 

before the end of the war. The studies were influenced by Service 

interests that reflected the opinions of experienced wartime military and 

civilian leaders with vastly different views of the postwar future. Issues

that dominated the search for a consensus included retention of air 

power in the Navy, maintenance of a separate Marine Corps, and the 

form and responsibilities of the new Department of the Air Force. 

The National Security Act of 1947 was monumental legislation. After 

almost 50 years that included overseas wartime experience beginning 

with the Spanish-American War, a modern military organization came 

into existence. Unification of the Services under a single department 

was law and the powers of the Secretary of National Defense were 

identified but subject to broad interpretation. The roles and missions of 

the Military Services were defined by Executive Order but would not be 

statutorily defined until 1958. The act created the National Military 

Establishment (NME) under the leadership of a civilian secretary and 

created secretaries for the new Departments of the Army, Navy, and 

Air Force. 

In 1949, the National Security Act was amended to change the name of 

the NME to the Department of Defense and to recognize it as an 

executive department. Further, it changed the role of the Services to 

Military Departments within DOD. The DOD Reorganization Act of 

1958 strengthened the SecDef’s direction, authority, and control over 

the department and clarified the operational chain of command from 

the president and SecDef to the CCDRs. 

The role of the SecDef has changed since the position was established 

in 1947. Originally, the Secretary had only general authority over the 

NME, an authority shared with the civilian secretaries of the Military 

Departments. In 1949, the position was strengthened with an 

appointment as head of an executive department, reduction of the role 

of Military Department heads, and the Secretary’s assumption of 

budgeting responsibilities. Today, the SecDef is the principal assistant 
97

to the president for all matters relating to the DOD. He has nearly 

plenary authority, direction, and control of the entire department.

Moreover, the Goldwater-Nichols DOD Reorganization Act of 1986

makes clear his position in the operational chain of command. 

Military Departments

The Military Departments (Department of the Army, Department of the 

Navy, and Department of the Air Force) are organized separately under 

civilian secretaries who are responsible for and have authority to 

conduct the affairs committed to their departments. The Service 

secretaries are not in the operational chain of command. 

The Military Departments have been significantly altered by legislation 

and Executive Order since the National Security Act of 1947. The Key 

West Agreement of March 1948 clarified the roles of the Military 

Departments and amplified their responsibilities. In 1953, the president

and the SecDef agreed to designate a Military Department to function 

as "executive agent" for the unified commands. The Reorganization 

Act of 1958 removed the Military Departments from the operational 

chain of command and clarified their support and administrative 

responsibilities for the unified commands. In 1986 the GoldwaterNichols DOD Reorganization Act clarified civilian control of the Military 

Services.

Agencies of the Joint Chiefs of Staff

The diversity of offices and organizations within the Joint Staff 

illustrates a wide range of functions and responsibilities. Among other 

organizations reporting to the CJCS are the CJCS representatives to 

international negotiations, including treaties and agreements, and 

activities involved with politico-military affairs and defense in the 

Western Hemisphere and North Atlantic Treaty Organization (NATO). 

Other activities include the National Defense University (NDU), the 

Joint Materiel Priorities and Allocations Board (JMPAB), the Joint 

Transportation Board (JTB), and the Joint Requirements Oversight 

Council (JROC). 

Organizations Reporting to the SecDef

By presidential directive, the CCDRs communicate to the SecDef and 

president through the CJCS. The CJCS also oversees the support of 

the following agencies to the CCMDs, although they report to their OSD 

Principal Staff Assistants (PSAs):

 Defense Information Systems Agency (DISA)

 Defense Threat Reduction Agency (DTRA)

 Defense Logistics Agency (DLA)
98

 Defense Intelligence Agency (DIA)

 National Security Agency (NSA)

 National Geospatial-Intelligence Agency (NGA)

 Defense Contract Management Agency (DCMA)

The CJCS gives policy guidance and direction to other supporting 

organizations, including: 

 Joint Tactical Command, Control, and Communications Agency

(JTC3A)

 Electromagnetic Compatibility Analysis Center (ECAC)

 Military Communications Electronics Board (MCEB)

 Joint Doctrine, Education and Training Division (JDETD) 

Combatant Commands

The president, through the SecDef and with the advice and assistance 

of the CJCS, establishes combatant (unified) commands for the 

performance of military missions and prescribes the force structure of 

such commands. Commanders (CDRs) in the chain of command 

exercise combatant command (COCOM, command authority), 

Operational Control (OPCON), Tactical Control (TACON), or a support 

command relationship as prescribed by law or a superior CDR over the 

military force under their command. The CJCS assists the president

and the SecDef in performing their command functions. The CJCS 

transmits to the CCDRs the orders given by the president, or the 

SecDef and, as directed by the SecDef, oversees the activities of those 

commands. Orders issued by the president or the SecDef normally are 

conveyed by the CJCS under the authority and direction of the SecDef. 

Unified and specified combatant commands were first described by 

statute in the National Security Act of 1947:

 Unified Combatant Command. A command which has a broad, 

continuing mission under a single commander composed of 

forces from two or more Services and that is established and 

so designated by the president through the SecDef with the 

advice and assistance of the CJCS. 

 Specified Combatant Command. A command which has a 

broad, continuing (usually functional) mission normally 

composed of forces from a single Military Department, and is 

established and so designated by the president through the 

SecDef with the advice and assistance of the Chairman of the 

Joint Chiefs of Staff. Currently, there are no specified 

commands. 

Chain of Command

By the Goldwater-Nichols DOD Reorganization Act of 1986, Congress 
99

clarified the command line to the combatant commanders and preserve 

civilian control of the military. The Act states that the operational chain 

of command runs from the president to the SecDef to the CCDRs. The 

Act permits the president to direct that communications pass through 

the CJCS; it is the authority placing the CJCS in the communications 

chain. Further, the Act gives the SecDef wide latitude to assign 

oversight responsibilities to the Chairman for the activities of the 

CCDRs.

Authority

The effective use of the nation's Armed Forces requires a unity of effort 

in the operation of diverse military resources. This goal is achieved 

through: 

 Strategic direction of the Armed Forces;

 Operations under unified command;

 Integration into an efficient team of land, naval, and air forces;

 Prevention of unnecessary duplication of efforts or resources, 

coordination of operations; and

 Effective combined operations. 

Commensurate with the responsibility placed on CCDRs to achieve 

unity of effort, they have been given increased authority by law (Title 

10, USC) and DOD Directive. 

The DOD Reorganization Act of 1986 makes the CCDRs accountable 

to the president and SecDef for performing their assigned missions.

With this accountability comes the assignment of all authority, direction, 

and control that Congress considers necessary to execute the 

responsibilities of the combatant commanders. The Act defines the 

command authority of the CCDRs to give authoritative direction to 

subordinate commands, including all aspects of military operations, 

joint training, and logistics: 

 Prescribe the chain of command within the command;

 Organize commands and forces to carry out assigned 

missions;

 Employ forces necessary to carry out assigned missions;

 Coordinate and approve administration, support, and discipline; 

and,

 Exercise authority to select subordinate commanders and 

combatant command staff. (Note: List not complete; see 

DODD 5100.01, Functions of the Department of Defense and 

Its Major Components, page 21.)
100

This authority is termed "combatant command" and resides only in the 

combatant commander. 

Combatant Command Authority (COCOM)

Combatant command (command authority) is the command authority 

over assigned forces vested in the combatant commander by Title 10, 

U.S. Code, Section 164, and is not transferable. Combatant command 

is exercised only by the CDRs of unified and specified CCMDs. It is 

the authority of a CCDR to perform those functions of command over 

assigned forces involving organizing and employing commands and 

forces, assigning tasks, designating objectives, and giving authoritative 

direction over all aspects of military operations, joint training, and 

logistics necessary to accomplish the missions assigned to the 

command. COCOM furnishes full authority to organize and employ 

commands and forces as the CCDR considers necessary to 

accomplish assigned missions. COCOM is not shared with other 

echelons of command. It should be exercised through the 

commanders of subordinate organizations, normally the Service 

component commanders, subordinate unified commanders, 

commanders of joint task forces, and other subordinate commanders.

Directive authority for logistics supports the CCDR's responsibility to 

execute effectively operational plans, maintain effectiveness and 

economy of operation, and prevent duplication of facilities and 

resources. Military Departments are still responsible for logistics and 

administrative support of forces assigned or attached to the combatant 

commands. 

In peacetime, the scope of the logistic and administrative authority 

exercised by the CCDR is consistent with legislation, DOD policy or 

regulations, budgetary considerations, local conditions, and other 

specific conditions prescribed by the SecDef or the CJCS. The CCDR

refers disputes to the Military Department, if he fails to receive timely 

resolution there, he may forward the matter through the CJCS to the 

SecDef for resolution. 

During crisis or war, the CCDRs' authority and responsibility are 

expanded to include use of facilities and supplies of all forces under 

their command. Joint logistics doctrine developed by the CJCS 

establishes wartime logistics policy. 

The CCDRs have approval authority over Service logistics programs 

that affect operational capability or sustainability within their theaters 
101

(e.g., base adjustments, force beddowns). Disputes in this area may 

be settled by the SecDef through the CJCS. 

Operational Control (OPCON)

Operational control is another level of authority used frequently in the 

execution of joint military operations. OPCON authority may be 

delegated to echelons below the combatant commander. Normally, 

this is authority exercised through component commanders and the 

commanders of established subordinate commands. Limitations on 

OPCON, as well as additional authority not normally included in 

OPCON, can be specified by a delegating commander. 

OPCON is the authority delegated to a commander to perform those 

functions of command over subordinate forces involving the 

composition of subordinate forces, the assignment of tasks, the 

designation of objectives, and the authoritative direction necessary to 

accomplish the mission. It includes directive authority for joint training.

Commanders of subordinate commands and joint task forces will 

normally be given OPCON of assigned or attached forces by a superior 

commander. OPCON normally provides full authority to organize 

forces as the operational commander deems necessary to accomplish 

assigned missions and to retain or delegate OPCON or tactical control

as necessary. OPCON may be limited by function, time, or location. It 

does not include such matters as administration, discipline, internal 

organization, and unit training. 

Tactical Control (TACON)

The term tactical control is used in execution of operations and is 

defined as: "the detailed and, usually, local direction and control of 

movements or maneuvers necessary to accomplish missions or tasks 

assigned." 

Role of CJCS

The role of CJCS in the chain of command of the combatant 

commands is threefold: communications, oversight, and spokesman. 

 Communications between the president and SecDef and the 

combatant commanders may pass through CJCS. The 

Goldwater-Nichols DOD Reorganization Act of 1986 permits 

the president to place the Chairman in the communications 

chain and the president has in fact directed that such 

communications pass through the Chairman. 

 Oversight of the activities of combatant commands may be 

delegated by the SecDef to CJCS. 
102

 CJCS is the spokesman for the CCDRs on the operational 

requirements of their commands. 

Forces

The Goldwater-Nichols Act requires that forces under the jurisdiction of 

the Military Departments be assigned to the combatant commands, 

with the exception of forces assigned to perform the mission of the 

Military Department, (e.g., recruit, supply, equip, maintain). In addition, 

forces within a CCDR’s geographic Area of Responsibility (AOR) fall 

under the command of the CCDR except as otherwise directed by the 

SecDef. 

Organizational Relationships

The unified command structure is flexible and changes as required to 

accommodate evolving U.S. national security needs. The Unified 

Command Plan (UCP) establishes the combatant commands, identifies 

geographic AORs, assigns primary tasks, defines authority of the 

CDRs, establishes command relationships, and gives guidance on the 

exercise of combatant command. It is approved by the president, 

published by the CJCS, and addressed to the commanders of 

combatant commands.

Six combatant commanders have geographic AORs. These CCDRs

are assigned an area of operations by the UCP and are responsible for 

all operations within their designated areas: 

 U.S. Africa Command (USAFRICOM) (http://www.africom.mil)

 U.S. Central Command (USCENTCOM)

(http://www.centcom.mil) 

 U.S. European Command (USEUCOM) (http://www.eucom.mil) 

 U.S. Northern Command (USNORTHCOM)

(http://www.northcom.mil) 

 U.S. Pacific Command (USPACOM) (http://www.pacom.mil) 

 U.S. Southern Command (USSOUTHCOM)

(http://www.southcom.mil) 

The CCDRs of the remaining three functional combatant commands 

have worldwide functional responsibilities not bounded by any single 

area of operations:

 U.S. Special Operations Command (USSOCOM)

(http://www.socom.mil) 

 U.S. Strategic Command (USSTRATCOM)

(http://www.stratcom.mil) 

 U.S. Transportation Command (USTRANSCOM)

(http://www.transcom.mil) 
103

President

Secretary 

of Defense 

Secretary

of State

Vice 

President

NSC

NCA

NSC

Advisers

Chairman, 

JCS

Vice Chairman, 

JCS

JCS

Joint Staff

Secretary

Navy

Secretary

Army

Secretary

Air Force

CSA

USA USN USMC

CNO CMC

USAF

CSAF

DA DON DAF

Combatant

Commander

Commander

Component 

Command

Commander

Subunified

Command

Commander

Joint Task

Force

COCOM

Operational Responsibilities Support Responsibilities

• Combatant Command

• Directive Authority

• Operation Planning

• Strategic Direction

• Military Advice

• Organize

• Train

• Equip

• Maintain

•Assign

•Support

ADCON

Organization for 

National Security President

Secretary 

of Defense 

Secretary

of State

Vice 

President

NSC

NCA

NSC

Advisers

Chairman, 

JCS

Vice Chairman, 

JCS

JCS

Joint Staff

Secretary

Navy

Secretary

Army

Secretary

Air Force

CSA

USA USN USMC

CNO CMC

USAF

CSAF

DA DON DAF

Combatant

Commander

Commander

Component 

Command

Commander

Subunified

Command

Commander

Joint Task

Force

COCOM

Operational Responsibilities Support Responsibilities

• Combatant Command

• Directive Authority

• Operation Planning

• Strategic Direction

• Military Advice

• Organize

• Train

• Equip

• Maintain

•Assign

•Support

ADCON

Organization for 

National Security

Figure 6: Organization for National Security

 National Strategic Direction: The president, advised by the 

NSC, is responsible to the American people for national 

strategic direction. 

 National Security Council: The NSC was established by 

1947 National Security Act as the principal forum to consider 

national security issues requiring presidential decision. Current 

membership includes four statutory members: the president, 

vice president, Secretary of State, and SecDef. The CJCS and 

the DNI serve as statutory advisers.

3.1.2 The National Intelligence Community 

Under Secretary of Defense for Intelligence

The Under Secretary for Intelligence or USD(I) is a position within the 

USG that acts as the principal adviser to the SecDef on matters relating 

to intelligence. The USD(I) is also dual-hatted, serving as the Director 
104

of Defense Intelligence under the Director National Intelligence (DNI). 

The Under Secretary is a civilian-appointed by the president and 

confirmed by the Senate.

The USD(I) position was created by the National Defense Authorization 

Act (NDAA) for Fiscal Year 2003. It became second in the line of 

succession for the SecDef, after the deputy SecDef, after an executive 

order was made by the president on December 22, 2005. When it was 

created, the legislation described it as taking precedence in the 

Department behind the Under Secretary for Personnel and Readiness. 

On November 23, 2005, a Department of Defense Directive, which was 

made by then Secretary Donald Rumsfeld, stated that the Under 

Secretary shall serve as the Secretary's primary representative to the 

Office of the Director of National Intelligence. It also stated the Under 

Secretary shall provide policy and oversight on the training and career 

development of personnel in DOD’s counterterrorism, intelligence, and 

security components. The Under Secretary has the duty of finding 

candidates to be nominated to serve as Directors of DIA, NGA, the 

National Reconnaissance Office (NRO), and NSA, and of overseeing 

their performance.

The USD(I) became a dual-hatted position as Director of Defense 

Intelligence (DDI), acting as the primary military intelligence adviser to 

the DNI. This additional position follows a May 2007 memorandum of 

agreement between the SecDef and the Director of National 

Intelligence to create the position. 

Director of National Intelligence (DNI)

The Director of National Intelligence (DNI) in the Office of the Director 

of National Intelligence serves as the head of the Intelligence 

Community. The DNI also acts as the principal adviser to the 

president, the National Security Council (NSC) and the Homeland 

Security Council (HSC) for intelligence matters related to national 

security; and oversees and directs the implementation of the National 

Intelligence Program. The president appoints the DNI with the advice 

and consent of the Senate. The Director is assisted by a Principal 

Deputy Director of National Intelligence, appointed by the president

with the advice and consent of the Senate. 

Under Secretary of Defense for Intelligence - USD(I)

The DNI coordinates intelligence matters related to the DOD with the 

USD(I). This individual serves as the Principal Staff Assistant and 

adviser to the SecDef and the deputy SecDef on all intelligence, 
105

counterintelligence and security, and other intelligence-related matters. 

The USD(I) provides oversight and policy guidance for all DOD 

intelligence activities.

Defense Intelligence Agency (DIA)

DIA is responsible for Defense Attachés (DATT) and for providing DOD 

with a variety of intelligence products. The Director of DIA is the 

primary adviser to the SecDef and the CJCS on military intelligence 

matters. DIA assesses foreign militaries, focusing on Weapons of 

Mass Destruction (WMD), missile systems, terrorism and defenserelated medical issues. Although the Intelligence Reform Act provides 

extensive budgetary and management authorities over these agencies 

to the DNI, it does not revoke the responsibilities of the SecDef for 

these agencies. 

National Security Agency (NSA), National Reconnaissance Office 

(NRO), National Geospatial-Intelligence Agency (NGA)

Three major intelligence agencies in the DOD—NSA, NRO, and NGA

make up the larger part of the national intelligence budget. NSA is the 

U.S. cryptologic organization, with responsibility for protecting the U.S.

Government’s information systems and producing foreign signals 

intelligence information. Areas of expertise include cryptanalysis, 

cryptography, mathematics, computer science, and foreign language 

analysis. The NRO designs, builds, and operates the nation’s signals 

and imagery reconnaissance satellites. Information collected using 

NRO satellites is used for a variety of tasks such as warning of 

potential foreign military aggression, monitoring weapons of mass 

destruction programs, enforcing arms control and environmental 

treaties, and assessing the impact of natural and manmade disasters. 

The NGA collects and creates information about the Earth for 

navigation, national security, U.S. military operations, and humanitarian 

aid efforts. 

Service Intelligence Organizations

The intelligence organizations of the Air Force, Army, Navy, and 

Marines concentrate largely on concerns related to their specific 

missions. Their analytical products, along with those of DIA, 

supplement the work of Central Intelligence Agency (CIA) analysts and 

provide greater depth on key technical issues. 

Central Intelligence Agency (CIA)

Most intelligence offices or agencies are components of cabinet 

departments with other roles and missions. The Office of the DNI and 
106

the CIA are the only members of the Intelligence Community (IC) that 

are not part of a cabinet department. 

The CIA’s primary mission is to collect, analyze, evaluate, and 

disseminate foreign intelligence to assist government policymakers in 

making decisions related to national security. The CIA has all-source 

analytical capabilities that cover the whole world outside U.S. borders.

It produces a range of studies that cover virtually any topic of interest to 

national security policymakers. The CIA also collects intelligence with 

human sources and, on occasion, undertakes covert actions at the 

direction of the president. (A covert action is an activity or activities of 

the U.S. Government to influence political, economic, or military 

conditions abroad, where it is intended that the U.S. role will not be 

apparent or acknowledged publicly). The CIA’s role is to report only 

information and not to make policy recommendations. 

State Department's Bureau of Intelligence and Research (INR)

The INR provides interpretative analysis of global developments to the 

State Department and contributes its unique perspective to the 

Community’s National Intelligence Estimates and other products. INR's 

written products cover the full range of geographic and functional areas 

of expertise. It serves as the focal point within the State Department 

for all policy issues and activities involving the Intelligence Community 

and is the secretary of state’s principal adviser on all intelligence 

matters. 

Federal Bureau of Investigation (FBI)

The FBI, as an intelligence and law enforcement agency, is responsible 

for understanding threats to our national security and penetrating 

national and transnational networks that have a desire and capability to 

harm the U.S. The FBI coordinates these efforts with its intelligence 

community and law enforcement partners. FBI focuses on terrorist 

organizations, foreign intelligence services, WMD proliferators, and 

criminal enterprises. 

Department of Homeland Security (DHS)

The Homeland Security Act provided the DHS responsibilities for fusing 

law enforcement and intelligence information relating to terrorist threats 

to the homeland. The Information Analysis and Infrastructure 

Protection Directorate in DHS participates in the inter-agency 

counterterrorism efforts and, along with the FBI, has focused on 

ensuring that state and local law enforcement officials receive 

information on terrorist threats from national-level intelligence agencies. 

The Office of Intelligence and Analysis (OIA) focuses on threats related 
107

to border security; Chemical, Biological, Radiological, Nuclear and 

Explosives (CBRNE); critical infrastructure; extremists within the 

homeland; and travelers entering the homeland. U.S Customs and 

Border Protection (CBP), is responsible for protecting the nation’s 

borders in order to prevent terrorists and terrorist weapons from 

entering the United States, while facilitating the flow of legitimate trade 

and travel. U.S. Immigration Customs Enforcement (ICE), the largest 

investigative arm of DHS, is responsible for identifying and shutting 

down vulnerabilities in the nation’s border, economic, transportation,

and infrastructure security.

U.S. Coast Guard

The U.S. Coast Guard, now part of DHS, deals with information relating 

to maritime security and homeland defense. The Coast Guard’s 

missions include port security, search and rescue, maritime safety, 

counter-narcotics, and alien migration interdiction. 

Department of Energy (DOE)

The DOE focuses on assessing worldwide nuclear terrorism threats, 

nuclear proliferation, and evaluation of foreign technology threats. 

Department of Treasury (Treasury)

Treasury collects and processes information that may affect U.S. fiscal 

and monetary policies. Treasury also covers terrorist financing issues. 

Drug Enforcement Administration (DEA)

The DEA is the agency responsible for enforcing the controlled 

substances laws and regulations of the United States. DEA provides 

drug-related information for the IC acquired during its drug enforcement 

duties. 

3.1.3 Department of Defense Organization

The Reorganization Act of 1958 asserted and enhanced the direction, 

authority, and control of the SecDef over the executive department and 

clarified the operational chain of command running from the president

and SecDef to the combatant forces. The DOD Reorganization Act of 

1986 further strengthened and clarified the SecDef’s position in the 

operational chain of command.

Functions of the Department of Defense

As prescribed by higher authority, the Department of Defense shall 

maintain and use armed forces to: 

 Support and defend the Constitution of the United States 
108

against all enemies, foreign and domestic. 

 Ensure, by timely and effective military action, the security of 

the United States, its possessions, and areas vital to its 

interest. 

 Uphold and advance the national policies and interests of the 

United States.

Figure 7: The Department of Defense Organization Structure

Military Departments

The chain of command for purposes other than the operational 

direction of combatant commands runs from the president, to the 

SecDef, to the secretaries of the Military Departments, to the chiefs of 

the Service forces. The Military Departments, separately organized, 

are led by civilian secretaries with authority to conduct all affairs of their 

respective departments, including the following:

 Recruiting

 Training

 Organizing

 Supplying

 Equipping
109

The Joint Chiefs of Staff (JCS) and the Joint Staff

The JCS consist of the Chairman, the Vice Chairman, the Chief of Staff 

of the Army (CSA), the Chief of Naval Operations (CNO), the Chief of 

Staff of the Air Force (CSAF), the Commandant of the Marine Corps

(CMC) and the Chief of the National Guard Bureau. The collective 

body of the JCS is headed by the Chairman (or the Vice Chairman in 

the Chairman's absence), who sets the agenda and presides over JCS 

meetings. 

Responsibilities as members of the JCS take precedence over duties 

as the Chiefs of Military Services. The CJCS is the principal military 

adviser to the president, SecDef, and the NSC, however, all JCS 

members are by law military advisers and they may respond to a 

request or voluntarily submit, through the Chairman, advice or opinions 

to the president, the SecDef, or NSC. 

The executive authority of the JCS has changed. In World War II, the 

JCS acted as executive agents in dealing with theater and area 

commanders, but the original National Security Act of 1947 saw the 

JCS as planners and advisers, not as commanders of combatant 

commands. In spite of this, the 1948 Key West Agreement allowed 

members of the JCS to serve as executive agents for unified

commands, a responsibility that allowed the executive agent to 

originate direct communication with the combatant command. 

Congress abolished this authority in a 1953 amendment to the National 

Security Act. Today, the JCS has no executive authority to command 

combatant forces. 

The issue of executive authority was clearly resolved by the GoldwaterNichols DOD Reorganization Act of 1986 "The Secretaries of the 

Military Departments shall assign all forces under their jurisdiction to 

unified and specified combatant commands to perform missions 

assigned to those commands..."; the chain of command "runs—(1) from 

the president to the SecDef; (2) and from the SecDef to the 

commander of the combatant command."

Chairman of the Joint Chiefs of Staff (CJCS)

The Goldwater-Nichols DOD Reorganization Act of 1986 identifies the 

CJCS as the senior ranking member of the Armed Forces. As such, 

the CJCS is the principal military adviser to the president. He may 

seek the advice of and consult with the other JCS members and 

combatant commanders. When he presents his advice, he presents 

the range of advice and opinions he has received, along with any 

individual comments of the other JCS members. 
110

Under the DOD Reorganization Act, the Secretaries of the Military 

Departments assign all forces to combatant commands except those 

assigned to carry out the mission of the Services, i.e., recruit, organize, 

supply, equip, train, service, mobilize, demobilize, administer and 

maintain their respective forces. The chain of command to these 

combatant commands runs from the president to the SecDef, directly to 

the commander of the combatant command. The CJCS may transmit 

communications to the commanders of the combatant commands from 

the president and SecDef but does not exercise military command over 

any combatant forces.

The Act also gives to the CJCS some of the functions and 

responsibilities previously assigned to the corporate body of the JCS. 

The broad functions of the CJCS are set forth in Title 10, United States 

Code, and detailed in DOD Directive 5100.1. In carrying out his duties, 

the CJCS consults with and seeks the advice of the other members of 

the JCS and the combatant commanders, as he considers appropriate. 

Figure 8: Office of the CJCS

Vice Chairman of the Joint Chiefs of Staff (VCJCS)

The DOD Reorganization Act of 1986 created the position of VCJCS,

who performs such duties as the CJCS may prescribe. By law, he is 

the second ranking member of the Armed Forces and replaces the 

CJCS in his absence or disability. Though the VCJCS was not 

originally included as a member of the JCS, Section 911 of the National 
111

Defense Authorization Act of 1992 made him a full voting member of 

the JCS. 

Figure 9: VCJCS Special Staff

Military Service Chiefs

The Military Service Chiefs are often said to "wear two hats." As 

members of the JCS, they offer advice to the president, the SecDef, 

and the NSC. As the chiefs of the Military Services, they are 

responsible to the Secretaries of their Military Departments for 

management of the Services. The Service Chiefs serve for 4 years. 

By custom, the Vice Chiefs of the Services act for their chiefs in most 

matters having to do with day-to-day operation of the Services. The 

duties of the Service Chiefs as members of the JCS take precedence 

over all their other duties. 

3.1.4 The Joint Staff

The JCS is the group of Military Department (Army, Navy, Air Force, 

and Marines) and Uniformed Service Staff Chiefs who advise the 

president of the United States on the military aspects of national 
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defense policy. The JCS is defined by statute and consists of a 

chairman and vice chairman who are nominated by the president (with 

confirmation by the United States Senate); plus the chiefs of staff of the 

three (3) Military Departments; plus the Commandant of the Marine 

Corps and the Chief, National Guard Bureau. Since its creation, by 

statute, the Chairman, is now designated as the principal military 

adviser to the president. This latter change (from 1986 onward) was 

made to ensure that the military advice the president received as 

Commander-in-Chief would be from a single source. That by definition 

represented the combined, and Joint, military assessment and 

recommendation of the armed forces of the United States.

In addition, the independence of the Chief’s military assessment(s) 

and/or recommendation(s), with respect to national defense issues and 

policy; is also required by statute. And, it is required to be given, if 

requested, to the relevant Committees of the Congress. The president, 

as Commander-in-Chief may accept, modify, or disregard their 

assessments or recommendations, as he/she sees fit, and the Chiefs 

are required to accept and support the decisions of their Commanderin-Chief. But the statutes require that the Congress (who has ultimate 

responsibility under the Constitution for questions of peace or war) 

have the ability to hear (through the Joint Chiefs) the U.S. armed 

forces’ assessments and recommendations with respect to national 

military affairs and policy. 

Similar organizations, sometimes known as Chiefs of Staff Committees 

(COSCs) in the Commonwealth of Nations, are common in other 

countries.

As the military of the United States grew in size following the American 

Civil War, joint military action between the Army and Navy became 

increasingly difficult. The joint Army and Navy cooperation were 

unsupportive at either the planning or operational level and were 

constrained over disagreements during the Spanish-American War in 

the Caribbean campaigns. The Joint Army and Navy Board was 

established in 1903 by President Theodore Roosevelt, comprising 

representatives from the military heads and chief planners of both the 

Navy's General Board and the Army's General Staff. The Joint Board 

acting as an "advisory committee" was created to plan joint operations 

and resolve problems of common rivalry between the two services. 

Yet, the Joint Board accomplished little as its charter gave it no 

authority to enforce its decisions. The Joint Board also lacked the 

ability to originate its own opinions and was thus limited to commenting 
113

only on the problems submitted to it by the Secretaries of War and 

Navy. As a result, the Joint Board had little to no impact on how the 

United States conducted World War I.

After World War I, in 1919, the two Secretaries agreed to reestablish 

and revitalize the Joint Board. This time, the Joint Board’s membership 

would include the Chiefs of Staff, their deputies, and the Chief of War 

Plans Division for the Army and Director of Plans Division for the Navy. 

Under the Joint Board would be a staff called the Joint Planning 

Committee to serve the Board. Along with new membership, the Joint 

Board could initiate recommendations on its own initiative. However, 

the Joint Board still did not possess the legal authority to enforce its 

decisions.

In 1942, President Franklin D. Roosevelt and Prime Minister of the 

United Kingdom Winston Churchill established the Combined Chiefs of 

Staff (CCS) following the attack on Pearl Harbor and the United States' 

entrance into World War II. The CCS would serve as the supreme 

military body for strategic direction of the U.S.-British Commonwealth

war effort. While the United Kingdom (UK) had the Chiefs of Staff 

Committee, the United States had no equivalent agency with which to 

provide the CCS with American services.

Though the Joint Board did exist, its authority and services were of little 

use to the CCS. Although its 1935 publication, Joint Action of the Army 

and Navy, gave some guidance for the joint operations during World 

War II, the Joint Board held little influence in that war. Following the 

end of WWII, the Joint Board was officially disbanded in 1947.

To fill the need for a coordinated effort and to provide coordinated staff 

work, Admiral William D. Leahy proposed a concept of a "unified high 

command" in what would be called the Joint Chiefs of Staff. On 20 July 

1942, Admiral Leahy became the Chief of Staff to the Commander in 

Chief of the Army and Navy and created a staff of the chiefs of staff of 

the Services to serve under him.
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Figure 10: Joint Staff Organization

Roles and Responsibilities of the JCS

After the 1986 reorganization of the military undertaken by the 

Goldwater-Nichols Act, the Joint Chiefs of Staff does not have 

operational command of U.S. military forces. Responsibility for 

conducting military operations goes from the president, to the secretary

of defense, directly to the commanders of the unified combatant 

commands and thus bypasses the JCS completely.
115

Today, their primary responsibility is to ensure the personnel readiness, 

policy, planning and training of their respective Military Services for the 

combatant commanders’ use. The JCS also act in a military advisory 

capacity for the president and the SecDef. In addition, the CJCS acts 

as the chief military adviser to the president and the SecDef. In this 

strictly advisory role, the Joint Chiefs constitute the second-highest 

deliberative body for military policy, after the NSC, which includes the 

president and other officials besides the CJCS.

The Joint Staff Roles and Functions

The Joint Staff assists the CJCS in accomplishing his responsibilities 

for:

 the unified strategic direction of the combatant forces; 

 their operation under unified command; and 

 their integration into an efficient team of land, naval, and air 

forces. 

The "Joint Staff" is composed of approximately equal numbers of 

officers from the Army, Navy and Marine Corps, and Air Force. In 

practice, the Marines make up about 20 percent of the number 

allocated to the Navy. Since its establishment in 1947, statute has 

prohibited the Joint Staff from operating or organizing as an overall 

armed forces general staff; therefore, the Joint Staff has no executive 

authority over combatant forces. 

The CJCS, after consultation with other JCS members and with the 

approval of the SecDef, selects the Director, Joint Staff, to assist in 

managing the Joint Staff. By law, the direction of the Joint Staff rests 

exclusively with the CJCS. As the Chairman directs, the Joint Staff 

also may assist the other JCS members in carrying out their 

responsibilities. 

In the joint arena, a body of senior flag or general officers assists in 

resolving matters that do not require JCS attention. Each Service Chief 

appoints an operations deputy who works with the Director, Joint Staff, 

to form the subsidiary body known as the Operations Deputies 

(OPSDEPs). They meet in sessions chaired by the Director, Joint 

Staff, to consider issues of lesser importance or to review major issues 

before they reach the JCS. With the exception of the Director, this 

body is not part of the Joint Staff. There is also a subsidiary body 

known as the Deputy Operations Deputies (DEPOPSDEPs), composed 

of the Vice Director, Joint Staff, and a two-star flag or general officer 

appointed by each Service Chief. Currently, the DEPOPSDEPs are the 

Service directors for plans. Issues come before the DEPOPSDEPs to 
116

be settled at their level or forwarded to the OPSDEPS. Except for the 

Vice Director, Joint Staff, the DEPOPSDEPs are not part of the Joint 

Staff. 

Matters come before these bodies under policies prescribed by the 

JCS. The Director, Joint Staff, is authorized to review and approve 

issues when there is no dispute between the Services, when the issue 

does not warrant JCS attention, when the proposed action is in 

conformance with CJCS policy, or when the issue has not been raised 

by a member of the JCS. Actions completed by either the OPSDEPs 

or DEPOPSDEPs will have the same effect as actions by the Joint 

Chiefs of Staff. 

Directorates of the Joint Staff

The separate divisions of the Joint Staff are called directorates and are 

where all the Joint Staff's planning, policies, intelligence, manpower, 

communications and logistics functions are translated into military and 

military support action. The directorates are:

 Director of the Joint Staff

 DOM- Directorate of Management 

 J1 - Personnel and Manpower 

 J2 - Intelligence 

 J3 - Operations 

 J4 - Logistics 

 J5 - Strategic Plans and Policy 

 J6 - Command, Control, Communications, and 

Computers/Cyber

 J7 - Joint Force Development 

 J8 - Force Structure, Resources, and Assessment 
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Functions of the Joint Staff Directorates

Figure 11: J-1 Manpower and Personnel

J-1 Manpower and Personnel

 Joint personnel readiness

 Manpower management

 Policy Guidance

 Personnel Programs

 Service promotions and Joint Specialty Officer lists program

 Joint Specialty Officer career guidance
118

Figure 12: J-2 Intelligence

J-2 Intelligence

 Operates National Military Command Center (NMCC)–Support 

Division as part as part of the NMCC

 Provides support to SecDef, Chairman, Joint Staff, combatant 

commands, and Military Services

 Provides all source intelligence and staff support to the 

Chairman and Joint Staff

 Serves as the Intel Community Coordinator for Support to 

Military Operations

 Operates Joint Intel Task Force for Combating Terrorism

 Coordinates and Develops Joint Intel Doctrine and architecture

 Sponsors the “Battle space Awareness” Joint Warfighting 

Capabilities Assessment (JWCA)
119

Figure 13: J-3 Operations

J-3 Operations

 Provides Operational Guidance to combatant commanders

 Joint readiness and capabilities

 Operational Planning and Execution

 Coordination of military support

 National Military Command Center (NMCC) system
120

Figure 14: J-4 Logistics

J-4 Logistics

 Establishes joint logistics doctrine

 Logistics and mobility asset prioritization and logistics, mobility, 

and mobilization annexes

 Force health protection

 Joint Logistics Operations Center (JLOC)

o Current and Future Operations

o Short notice emergencies

 Operational Engineering

 Sponsors the Focused Logistics JWCA
121

Figure 15: J-5 Strategic Plans and Policy

J-5 Strategic Plans and Policy

 Joint Strategic Planning System (National Military Strategy, 

National Security Strategy, Defense Planning Guidance, 

Chairman’s Program Assessment)

 Theater Engagement Planning, a new strategic planning 

system that parallels existing deliberate planning process for 

contingencies

 Chairman's strategic long-range vision (current document, Joint 

Vision 2020)

 Joint Strategic Capabilities Plan that apportions forces to the 

Warfighting Commanders-in-Chief.

 Recommends inputs to the SecDef for contingency planning 

guidance. 

 Joint Organizational Relationships/ Functions [Unified 

Command Plan (UCP), Roles & Missions]

 International Arms Control Negotiations (UN, NATO, OSCE, 

SHAPE)

 Interagency (NSC/HSC) National Security Policy (CBRNE, 

WMD, Strategic Missile Defense, Counterdrug)

 International Politico-Military Affairs (Regional Country Desk 

Officers)
122

 Joint and Combined Military Strategic Guidance

J6 Command, Control, Communications, & Computers/Cyber 

(Recently re-established)

 Represents the Joint Warfighter in support of the command, 

control, communications, and computers/cyber (C4) 

requirements validation and capability development processes 

while ensuring joint interoperability.

 Promulgates guidance and provides functional expertise to the

Chairman in order to shape the joint information environment.

 As the Joint Staff Chief Information Officer (CIO), provides 

business class Information Technology (IT) services and 

support to the Chairman and the entire Joint Staff.
123

Figure 16: J-7 Joint Force Development 

J-7 Joint Force Development

 Joint Force Development

 Joint Capabilities development, assessment, and transition; 

strategy and planning; program development and execution; 

analysis and reporting

 Joint Interoperability Improvements

 Joint Professional Military Education policy

 Joint Individual and Staff Training strategy and policy and 

program management
124

 Joint Doctrine Development process

 Joint Warfighting Requirements for Training

 CJCS–sponsored exercises management

Figure 17: J-8 Force Structure, Resources, and Assessment

J-8 Force Structure, Resources, and Assessment

 Develops force structure requirements

 Conducts studies, analyses, and assessments and 

evaluates military forces, plans, programs, and strategies

 Conducts war games, seminars and simulations

 Assesses DOD acquisition policy change

 Evaluates major acquisition programs

 Represents Chairman and combatant command interests 

in the Planning, Programming, Budgeting and Execution 

System (PPBES)

 Joint Integrated Air and Missile Defense Organization 

(JIAMDO)

 Joint Requirements Office for Chemical, Biological, 

Radiological, Nuclear and Explosives (CBRNE) Defense
125

 Secretary of Joint Requirements Oversight Council (JROC)

 Chairman of the Joint Requirements Board (JRB)

 Sponsor for the Force Application and Protection JWCAs

Figure 18: Organizations Reporting to the Chairman of the 

Joint Chiefs of Staff

The CJCS has operational responsibilities for:

 the Defense Information Systems Agency (DISA)

 the Defense Logistics Agency (DLA)

 the Defense Intelligence Agency (DIA)

 the Defense Contract Management Agency (DCMA)

 the Defense Threat Reduction Agency (DTRA)

 the National Security Agency (NSA)

 the National Geospatial-Intelligence Agency (NGA)
126

CJCS gives policy guidance and direction to other supporting 

organizations, including:

 Joint Tactical Command, Control, and Communications 

Agency;

 Electromagnetic Compatibility Analysis Center; and

 Military Communications-Electronics Board.

3.1.5 A Traditional Combatant Command Joint Staff 

Organization

Figure 19: A Traditional Combatant Command Joint 

Staff Organization

(NOTE: Titles above are generic; exact titles may vary among commands)

The chart above illustrates the broad functional subdivisions of a typical 

joint staff organization as might be seen in a combatant command. 

The commander’s staff is broadly categorized into personal staff, 

special staff, and general or joint staff divisions.

 The Chief of Staff (COS) is the principal staff officer, 

assistant, and adviser to the JFC and coordinates and 

directs the work of the staff directorates. For internal 

administrative matters, the COS may be assisted by a 

secretary of the joint staff who is responsible for routing and 
127

forwarding correspondence and papers, and for maintaining 

office records. Some staffs have one or more deputy chiefs of 

staff to assist the COS. Deputy chiefs of staff normally should 

be from a Service other than that of the COS.

 The personal staff group is directly responsible to the 

commander; includes any assistants needed to handle matters 

requiring close personal control by the commander. The 

commander’s aide or aide-de-camp, staff judge advocate, 

foreign policy advisor, public affairs officer, inspector general, 

provost marshal, chaplain, surgeon and historian are generally 

on the commander’s personal staff.

 The special staff group assists the commander and joint staff 

with technical, administrative, or tactical matters, (e.g., 

comptroller, facility engineering, medical, weather, 

quartermaster, and transportation affairs), and is usually small, 

to avoid unnecessary duplication of corresponding staff 

sections or divisions within the Service component 

headquarters. When a commander’s headquarters is 

organized without a special staff group, the officers who might 

otherwise compose a special staff group may be organized as 

branches of the divisions of the joint staff or as additional joint 

staff divisions. 

A combatant command’s principal functional divisions (or directorates), 

the joint staff group, execute responsibilities of the commander such 

as developing policy, preparing and coordinating plans, and overseeing 

functions assigned to the commander. Each directorate may be 

headed by an assistant chief of staff or director. Joint Force 

Commanders (JFC) have authority and latitude to organize the staff as 

necessary; some JFC’s have combined directorates, have added 

others, or reorganized into different specialty groups.

Non-traditional divisions are also found in many commands, such as:

 Security assistance division: supporting military and 

economic aid to countries within a joint commander’s area of 

operations; may be found in a separate division or as part of 

the logistics division.

 Interoperability division: responsibility for joint planning, 

plans evaluation and analysis, development of joint doctrine, 

coordinating joint education and training, and the conduct of 

joint training exercises.

 Force structure, resources, and assessment division. The 

Reorganization Act of 1986 brought added responsibility to 

combatant commanders for critical involvement in the Planning, 
128

Programming, Budgeting and Execution System, creating a 

need for dedicated staff support. 

References: 

 Joint Pub 1; JFSC Pub 1

3.1.6 Planning, Programming, Budgeting and Execution System

(PPBES)

According to the Department of Defense:

The ultimate objective of PPBES is to provide the operational 

commanders the best mix of forces, equipment, and support 

attainable within fiscal constraints. Based on the anticipated 

threat, a strategy is developed. The purpose of the PPBES is 

to produce a plan, a program, and finally, a budget for the 

Department of Defense.

The PPBES was originally the PPBS, first implemented in the early 

1960s by then Secretary of Defense Robert McNamara. The policy 

documents that govern PPBES are DOD Directive (DODD) 7045.14 

and DOD Instruction (DODI) 7045.7 though neither document has been 

updated since PPBS was modified to become the PPBES via 

Management Initiative Decision 913 of 22 May 2003. DOD planning, 

programming, budgeting and execution activities occur each year. 

The figures below illustrate the PPBES process and where it fits into 

the overall Defense Acquisition process.
129

Figure 20: PPBES—Acquisition System

Typical PPBE Annual Cycle

N D J F M A M J J A S O N D

Enhanced Planning Process (EPP)

•Services Develop Program Budget

•OSD/JS Issue Budget

•Program Review Decision Process

•Advance Questions/Hearings

•Resource Management 

Decisions (RMDs)

•Budget Submission to OMB

•Execution Review

Planning

Programming

Budgeting

Execution

OSD/Joint Staff Process Component Process

DPG DPG

POM/BES

Issue 

Resolution

RMD

RMDs

Legend

Parallel 

Processes

Figure 21: Typical PPBES Annual Cycle
130

3.1.7 Types of Appropriations

Relevant Terms:

 Appropriation bill—a legislative act proposing to authorize the 

expenditure of public funds for a specified purpose. 

 Line item—an item in an appropriation bill.

 Bill, measure—a statute in draft before it becomes law.

 Law, jurisprudence—the collection of rules imposed by authority.

Most AOs will have to address funding questions during a combatant 

command tour and even may be the overseer of budget inputs for their 

organizations. Often, the term “colors of money” is used in meetings, 

planning sessions, and in developing products for taskers. The term 

can be confusing, frustrating, and even frightening to think about 

administering. Just remember that there is always help—your first line 

supervisor, the comptroller’s office, or your legal department.

DOD funds are broken down into various types of appropriation 

accounts. The primary ones are: 

 Procurement

 Research, Development, Test, and Evaluation (RDT&E)

 Operations and Maintenance (O&M)

 Military Personnel (MILPERS)

 Military Construction (MILCON)

Funds are further separated into various “lines of accounting” within 

each of these appropriations depending on the functional area or 

product to which they have been allocated. Of importance, each 

appropriation type has statutory time limits on use: e.g., Procurement 

funds are good for three years, RDT&E two years, and O&M one year. 

These various cycles create problems because almost all of the 

activities funded by these different colors of money are used for the 

effective support and sustainment of DOD weapon systems. Fewer 

problems are created with traditional support strategies because they 

are more attune with how funds are aligned since traditional support is 

purchased as discrete amounts of functional transactions; such as

number of items repaired, supply parts purchased, or hours of 

engineering support, for example. 

Types of Funds

To execute an acquisition program, budget authority provided by 

Congress is needed in order to incur obligations and make payments. 

Budget authority is most commonly provided by an appropriations act, 

in which Congress specifies the purpose(s) for which each particular 
131

appropriation may be used as well as the amount of budget authority 

provided under each appropriation. DOD receives many 

appropriations, most of which can be grouped into the five major 

categories: RDT&E; Procurement; O&M; MILPERS; and MILCON. 

Volume 2A, Chapter 1, of the DOD Financial Management Regulation 

[DOD 7000.14-R (FMR)] (http://comptroller.defense.gov/fmr/) provides 

guidance as to the proper use of these appropriations categories to 

finance program efforts. 

 RDT&E appropriation accounts finance research, development, 

test, and evaluation efforts performed by contractors and 

government installations to develop equipment, material, or 

computer application software; its Development Test and 

Evaluation (DT&E); and its Initial Operational Test and 

Evaluation (IOT&E). These efforts may include purchases of 

end items, weapons, equipment, components, and materials as 

well as performance of services—whatever is necessary to 

develop and test the system. This applies to automated 

information systems as well as weapon systems. RDT&E 

funds are also used to pay the operating costs of dedicated 

activities engaged in the conduct of Research and 

Development programs. RDT&E funds are used for both 

investment-type costs (e.g., sophisticated laboratory test 

equipment) and expense-type costs (e.g., salaries of civilian 

employees at R&D-dedicated facilities). There is an RDT&E 

appropriation for each service (Army, Navy, and Air Force) as 

well as one to cover other Defense agencies as well as 

separate ones for both operational test and developmental test 

activities.

 The Procurement category consists of a number of 

procurement appropriation account titles such as Shipbuilding 

and Conversion Navy, Aircraft Procurement Air Force, Missile 

Procurement Army, Procurement Marine Corps, etc. 

Procurement appropriations are used to finance investment 

items and should cover all costs necessary to deliver a useful 

end item intended for operational use or inventory. Items 

classified as investments and financed with Procurement 

appropriations include those whose system unit cost exceeds 

$250K; all centrally managed end items not purchased from 

Defense Working Capital Funds, regardless of unit cost (e.g., 

handguns); purchases from the Defense Working Capital Fund 

furnished as part of a system acquisition, system modification, 

major service life extension program and initial spares. With 

certain limited exceptions, the cost of fabricating and installing 

additions or modifications to existing end items is also funded 
132

with procurement appropriations. 

 The O&M category is also composed of many appropriation 

account titles, e.g., Operation and Maintenance Army, 

Operation and Maintenance Marine Corps Reserve, Operation 

and Maintenance Air National Guard, etc. O&M appropriations 

traditionally do not finance investments, but rather those things 

whose benefits are derived for a limited period of time, i.e., 

expenses. Examples of costs financed by O&M funds are 

headquarters operations, civilian salaries and awards, travel, 

fuel, minor construction projects of $750K or less, expenses of 

operational military forces, training and education, recruiting, 

depot maintenance, purchases from Defense Working Capital 

Funds (e.g., spare parts), base operations support, and assets 

with a system unit cost less than the current procurement 

threshold ($250K). 

 MILPERS appropriation accounts are similar in nature to those 

of O&M in that both are considered expense accounts. 

MILPERS appropriations are used to fund the costs of salaries 

and compensation for active military and National Guard 

personnel as well as personnel-related expenses such as costs 

associated with Permanent Change of Duty Station (PCS), 

training in conjunction with PCS moves, subsistence, 

temporary lodging, bonuses, and retired pay accrual. 

 MILCON appropriation accounts receive considerable attention 

from Congress, and are enacted separately from the Defense 

Appropriations Act. These appropriations fund the costs of 

major construction projects such as bases, facilities, military 

schools, etc. Project costs include architecture and 

engineering services; construction design; real property 

acquisition costs; and land acquisition costs necessary to 

complete the construction project. MILCON is considered an 

investment account. Examples of projects properly financed in 

the MILCON appropriations include missile storage facilities, 

intermediate maintenance facilities, medical/dental clinics, 

technical libraries, and physical fitness training centers. 

Direct Resource: ACQuipedia 

https://acc.dau.mil/CommunityBrowser.aspx?id=362551 

3.1.8 Joint Strategic Planning System (JSPS)

JSPS is the primary means by which the CJCS carries out statutory 

responsibilities assigned in Titles 6, 10, 22, and 50 of the USC to 

conduct risk assessment, advise the president, SecDef, NSC, and 
133

HSC; and assist the President of the United States (POTUS) and 

SecDef to provide strategic direction to the Armed Forces. In addition 

to the five documents previously listed—National Military Strategy 

(NMS), Joint Planning Document (JPD), Chairman’s Program 

Recommendation (CPR), Joint Strategic Capabilities Plan (JSCP), and 

Chairman’s Program Assessment (CPA)—the JSPS produces several 

strategic planning documents.

4

Joint Strategic Planning System (JSPS)

Role of the President and SecDef

Guidance for Employment of Force 

Unified Command Plan (UCP) 

National Security Strategy (NSS) National Defense Strategy (NDS)

Quadrennial Defense Review QDR

Guidance Development of Force

Role of the CJCS

Joint Strategic Review

National Military Strategy (NMS)

Joint Strategic Capabilities Plan

Global Force Management (GFM)

Global Plans and Orders

JSPS

Role of the CCDR

Strategic Estimate

Theater Campaign Strategy (Plan)

Theater Security Cooperation 

OPLANS and Orders

Joint Strategic Review

JOPES updated to reflect Adaptive

Planning (AP) the JOPP & NECC

Continuous

Coordination

& Interaction

Unified Direction in Execution

UNCLASSIFIED

Figure 22: Joint Strategic Planning System Roles

 National Security Strategy (NSS)—The president publishes 

the NSS and outlines the major security concerns of the U.S.

and the necessary military actions to protect vital U.S. interests 

and promote peace and justice abroad. The NSS reflects 

doctrine and has moved the U.S. from the cold war doctrine of 

deterrence to a proactive policy to confront and counter the 

threats of the 21st century.

 Defense Planning Guidance (DPG)-SecDef developed 

document that conveys the SecDef vision for the future force 

and the evolution the DOD will undertake in the coming years. 

The DPG is “informed” by the NSS and is intended to focus 

DOD resources on the missions and capabilities that will be 

most relevant to meeting the nation’s current and future needs.
134

 National Defense Strategy (NDS)—SecDef-approved 

document that describes broad policy and strategy to establish 

key planning parameters and policies. The NDS identifies and 

prioritizes major ends, ways, and means to guide defense 

policy and planning. The Guidance for Employment of the 

Force (GEF) translates the ends and ways identified in the 

NDS into Global Strategic End States to guide combatant 

command contingency planning.

 Guidance for Employment of the Force (GEF)—The GEF 

merges Contingency Planning Guidance (CPG), Global Force 

Management (GFM) and Security Cooperation Guidance 

(SCG) into one document that provides comprehensive, nearterm planning guidance. The GEF and JSCP will become the 

principal sources of presidential and SecDef politico-military 

guidance for combatant command steady-state campaign, 

contingency and posture planning efforts [allocation of forces 

against the full Range of Military Options (ROMO)].

 Unified Command Plan (UCP)—Approved by the president, 

establishes missions, responsibilities, and force structure of the

unified combatant commanders; delineates the general 

geographical AOR for the Geographic Combatant 

Commanders (GCC); specifies functional responsibilities for 

Functional Combatant Commanders (FCC). The UCP and 

NSS are components of U.S. Grand Strategy.

 Quadrennial Defense Review (QDR)—The Office of the 

SecDef (OSD) (supported by the Joint Staff) executes the QDR 

to operationalize strategy, reshape/reorient/reconfigure 

capabilities and forces to achieve unity of effort through 

interagency operations and working with International Allies 

and partners.

 Adaptive Planning and Execution (APEX)—Volumes will 

consist of Chairman of the Joint Chiefs of Staff Manuals 

(CJCSM 3122 series) and ultimately replace Joint Operation 

Planning and Execution System (JOPES). The APEX 

promotes adaptability of plans with multiple options, rapid 

feasibility analysis, and expanded application of Adaptive 

Planning (ADP) to facilitate revision and frequent and early 

interagency exchange and coordination.

 JSPS Battle Rhythm—The JSPS cycle is based on a 4-year 

battle rhythm. Year 1, the president publishes the NSS and 

OSD executes the QDR. Years 1 and 3, a formal Joint 

Strategic Review (JSR) report is prepared and tailored to 

inform strategy development and military direction In years 2 

and 4, formal strategic guidance is produced to include the 
135

UCP from the president; the NDS, GDF, and GEF from the 

SecDef and the NMS and JSCP from the Chairman. The JSPS 

cycle is repeated annually to support the Chairman’s 

assessment and direction, statutory responsibilities. 

References:

 Guidance for Employment of the Force (GEF), draft, Secret

 National Military Strategy of the U.S.—Feb. 2011

https://acc.dau.mil/adl/enUS/425505/file/55897/2011%20National%20Military%20Strate

gy.pdf

 National Security Strategy...May 2010: 

http://www.whitehouse.gov/sites/default/files/rss_viewer/nation

al_security_strategy.pdf

 Joint Strategic Capabilities Plan, FY2008 draft, Secret

 Global Force Management Guidance, FY2008, Secret

 Unified Command Plan, 8 February 2011, For Official Use Only 

(FOUO)

 Quadrennial Defense Review...Feb 2010

http://www.defense.gov/qdr/QDR%20as%20of%2026JAN10%2

00700.pdf

 CJCSM 3122.01A JOPES Volume I, 29 Sept 2006
136

Figure 23: Joint Strategic Planning System

The CJCS establishes JSPS procedures and processes to formulate 

vision, strategy, planning guidance, program recommendations, and 

assessments. The JSPS is a collaborative process among the 

president, SecDef, CJCS, the Joint Staff, Service Chiefs, combatant 

commanders and other stakeholders. The JSPS is used in conjunction 

with other systems such as JOPES, the budgeting process (PPBES), 

and the NSC System.

The JSPS process produces five core documents: 

 The National Military Strategy (NMS): provides advice, to 

include recommended military objectives, from the CJCS to the 

president, the SecDef, and the other NSC members. The 

CJCS uses the NMS to help develop the JSCP; and the 

SecDef uses it to help formulate the Defense Planning 

Guidance (DPG).

 Joint Planning Document (JPD): The CJCS uses the JPD to 

prepare programming priorities, requirements, and 

recommendations for the SecDef, who then takes those 

recommendations into consideration for development of the 

DPG, which then initiates the PPBES.
137

 Chairman’s Program Recommendation (CPR): The CJCS 

uses this document to provide emphasis on and support for 

continuous improvement for joint readiness, training, and 

capabilities. This document takes the JPD and makes 

adjustments to its recommendations, either modifying or 

expanding JPD initiatives.

 Joint Strategic Capabilities Plan (JSCP): supports the 

Chairman’s NMS to direct the CCDRs to accomplish strategic 

planning. CCDRs translate the NSS and the NMS national 

security objectives into military capabilities organized in 

Operational Plans (OPLANS). The JSCP details planning 

guidance and the apportionment of forces generically (USAF 

Fighter Wing/USA Division) to conduct conceptual force 

planning ISO OPLANS. The JSCP is the connector between 

the JSPS and JOPES.

 Chairman’s Program Assessment (CPA): is the CJCS 

capabilities assessment and used to identify how well the 

PPBES program supports program priorities. This document is 

used to advise the SecDef on the Program Objectives 

Memoranda (POMs) which affect support levels required for 

supporting national security objectives.

References:

 JP 1, Doctrine for Joint Warfare of the Armed Forces of the 

United States

 JP 5-0, Doctrine For Joint Operational Planning

 JFSC Pub 1, The Joint Staff Officer’s Guide

 CJSCI 3100.01, Joint Strategic Planning System
138

3.2 Joint Publication System

Figure 24: Joint Publication Hierarchy

The Joint Publication System (JPS) furnishes the principles, guidelines, 

and conceptual framework for initiating, validating, developing, 

coordinating, evaluating, approving, and maintaining joint doctrine; 

Joint Tactics, Techniques, and Procedures (JTTP); and joint technical 

publications for the Armed Forces. The Joint Staff J-7 manages the 

joint doctrine and JTTP program for CJCS.

The joint publication hierarchy furnishes a framework for organizing 

joint doctrine and JTTP publications into functional series. The 

organizational structure generally follows traditional joint staff lines of 
139

responsibility. Each series, except the 0 and 1 series, includes a 

keystone manual as the first publication in the series as the doctrinal 

foundation of its series. The following delineates the organization of 

the functional publications:

 Joint Pub 1 Series, Joint Personnel Publications: includes 

a joint publication guide and index and publications for legal 

and religious support, and for financial management.

 Joint Pub 2 Series, Doctrine for Intelligence Support of 

Joint Operations: establishes joint doctrine, tactics, 

techniques, and procedures for intelligence support of joint 

operations, including direction, planning, collection, processing, 

production, and dissemination.

 Joint Pub 3 Series, Doctrine for Joint Operations: 

establishes joint doctrine, tactics, techniques, and procedures 

for directing, planning, and executing joint military operations.

 Joint Pub 4 Series, Doctrine for Joint Logistics:

establishes joint doctrine, tactics, techniques, and procedures 

for directing, planning, and carrying out logistics support of joint 

operations.

 Joint Pub 5 Series, Doctrine for Joint Operation Planning: 

establishes the joint planning processes relating to the conduct 

of joint military operations, such as deliberate and crisis action 

planning.

 Joint Pub 6 Series, Doctrine for Joint Communications 

System: establishes joint doctrine, tactics, techniques, and 

procedures for C4 systems support to joint operations.

(Note: The publications in each series can be found at: 

http://www.dtic.mil/doctrine/new_pubs/jointpub.htm)

Selected Joint Publications Used in Staff Work

An understanding of joint publications and associated procedures is 

critical to the success of an officer serving in a Joint Staff Officer role 

on the Joint Staff, at a combatant command or with Joint Task Forces. 

Printed versions of these documents are no longer available, but

electronic versions may be accessed via the Joint Doctrine, Education, 

and Training Electronic Information System (JDEIS) at: 

http://www.dtic.mil/doctrine/s_index.html. 

The Doctrine Networked Education and Training (DOCNET) website 

offers a series of short courses and podcasts that summarize the Joint 

Publications at http://www.dtic.mil/doctrine/docnet/. 
140

The following joint publications are widely used for references and 

research: 

 Joint Doctrine Capstone and Keystone Primer (includes the

approved executive summaries of all capstone and keystone 

publications, as well as those of Joint Publications 1, 2-0, 3-07, 

3-08, 3-16, 3-33, and 4-0). 

 JP 1, Doctrine for Joint Warfare of the Armed Forces of the 

United States, the capstone baseline document for joint 

publications

 JP 1-02, DOD Dictionary of Military and Associated Terms

 JP 2-0, Doctrine for Intelligence Support of Joint Operations

 JP 2-01, Joint Intelligence and National Support to Military 

Operations

 JP 3-0, Doctrine for Joint Operations

 JP 3-01, Joint Doctrine for Countering Air and Missile Threats

 JP 3-02, Joint Doctrine for Amphibious Operations

 JP 3-05, Doctrine for Joint Special Operations Task Force

Operations

 JP 3-07.1, Joint Tactics, Techniques, and Procedures for 

Foreign Internal Defense (FID), 

 JP 3-07.2, Joint Doctrine for Antiterrorism

 JP 3-07.3, Joint Doctrine for Peace Operations

 JP 3-08, Volumes I & II, Interagency, Intergovernmental and 

Nongovernmental Coordination during Joint Operations

 JP 3-13, Joint Doctrine for Information Operations

 JP 3-16, Joint Doctrine for Multinational Operations

 JP 3-29, Foreign Humanitarian Assistance

 JP 3-33, Joint Task Force Headquarters

 JP 3-52, Doctrine for Joint Airspace Control in the Combat 

Zone

 JP 3-57, Doctrine for Joint Civil Military Operations 

 JP 4-0, Doctrine for Joint Logistics 

 JP 4-01, Joint Doctrine for the Defense Transportation System

 JP 4-05, Joint Doctrine for Mobilization Planning

 JP 5-0, Doctrine for Joint Operation Planning

 JP 6-0, Doctrine for Joint Communications System

The following are widely used reference pubs:

 CJCSI 5120.02, Joint Doctrine Development System 

(http://www.dtic.mil/doctrine/new_pubs/cjcsi5120_02b.pdf)

 CJCSI 5705.01, Standardization of Military and Associated 

Terminology 

(http://www.dtic.mil/doctrine/new_pubs/cjcsi5705_01d.pdf)
141

 JP 1-02, DOD Dictionary of Military and Associated Terms, 

(http://www.bits.de/NRANEU/others/jpdoctrine/jp1_02%2805%29.pdf)

 CJCSI 3500.02, Universal Joint Task List (UJTL) Policy and 

Guidance for the Armed Forces Of The United 

(http://www.dtic.mil/cjcs_directives/cdata/unlimit/3500_02.pdf)

 CJCSM 3500.04, Universal Joint Task Manual

(http://www.dtic.mil/cjcs_directives/cdata/unlimit/m350004.pdf)

Reference:

 JDEIS https://jdeis.js.mil/jdeis/generic.jsp

3.3 Joint Logistics

The Nation’s ability to project and sustain military power depends on 

effective joint logistics. Joint logistics delivers sustained logistic 

readiness for the CCDR and subordinate JFCs through the integration 

of national, multinational, Service, and CSA capabilities. The 

integration of these capabilities ensures forces are physically available 

and properly equipped, at the right place and time, to support the joint 

force. 
142

Figure 25: Joint Core Logistic Capabilities

Joint Logistics Environment

Political and military leaders conduct operations in a complex, 

interconnected, and increasingly global operational environment,

characterized by uncertainty and surprise. Operations are conducted 

simultaneously across multiple Joint Operations Areas (JOAs) within a 

single theater or across boundaries of more than one geographic 

combatant commander and can involve a large variety of military forces 

and multinational and Other Government Agencies (OGAs). The Joint 

Logistics Environment (JLE) exists within this operational environment 

and consists of the conditions, circumstances and influences that affect 

the employment of logistic capabilities. It exists at the strategic, 

operational, and tactical levels of war; and includes the full range of 

logistic capabilities, stakeholders and end-to-end processes.

Joint Logistics Imperatives

The value of joint logistics can be determined by how well three 

imperatives are attained: unity of effort, JLE-wide visibility, and 

rapid and precise response. These imperatives define the desired 

attributes of a federation of systems, processes, and organizations that 
143

effectively adapt within a constantly changing environment to meet the 

emerging needs of the supported CCDR. 

 To achieve unity of effort, joint logisticians develop a clear 

understanding of how joint and multinational logistic processes 

work; know the roles and responsibilities of the providers 

executing tasks in those processes; build agreement around 

common measures of performance (process outcomes); and 

ensure appropriate members of the JLE have visibility into the 

processes. 

 JLE-wide visibility is having assured access to logistic 

processes, resources, and requirements in order to gain the 

knowledge necessary to make effective decisions. JLE-wide 

visibility provides the means to optimize logistic processes to 

maximize outcomes, increase readiness, and build confidence 

in joint logistics. 

 Rapid and precise response is the ability of the core logistics 

capability areas to meet the constantly changing needs of the 

joint force. 

Integrating Functions

Sustained logistic readiness is driven by the effective and efficient 

delivery of joint logistics through coordinating and integrating Service, 

agency, and other capabilities to meet the supported commander’s 

requirements. To achieve this level of integration, commanders and 

their staffs, especially logisticians, must be able to effectively and 

efficiently plan, execute, control, and assess joint logistic operations.

 Planning for joint logistic support links the mission, 

commander’s intent, and operational objectives to core logistic 

capabilities, procedures, and organizations. Joint logistic 

planning defines joint processes to establish an effective 

concept for logistic support.

 Executing joint logistics involves the employment of 

capabilities and resources to support joint and multinational 

operations. 

 Effective control of joint logistic operations results from the 

exercise of authority and direction for the sustained logistic 

readiness of the joint force.

Core Logistic Capabilities

The core logistic capabilities provide a framework to facilitate integrated 

decision-making, enable effective synchronization and allocation of 

resources, and optimize joint logistic processes. Integrating the 

logistics capabilities is critical to effectively sustaining the joint force, 

and the complexity of this integration requires continuous collaboration 
144

between key stakeholders to maximize effectiveness and economy of 

resources, and to best support the JFC. The core logistic capabilities 

include: 

 Supply: involves operations that include identifying 

requirements, selecting supply sources, scheduling deliveries, 

receiving, verifying and transferring product, inspection and 

acceptance, and authorizing supplier payments. It includes the 

following functions: management of supply operations, 

inventory management and the management of DOD’s supplier 

networks.

 Maintenance Operations: encompass key functions executed 

by the Services to deliver systems readiness and enable the 

JFC’s freedom of action. Field maintenance operations are 

focused on rapidly returning systems to the user. Depot 

maintenance operations are focused on rebuilding/repairing 

systems and components to sustain long-term life cycle 

readiness. Total life cycle systems management is focused on 

the readiness and the integrated control of systems’ long-term 

health by maximizing availability and reliability of systems at 

best value to the Military Departments.

 Deployment and Distribution Operations: include planning, 

coordinating, synchronizing, moving forces, sustainment, and 

operating the Joint Deployment and Distribution Enterprise

(JDDE) in support of military operations. Distribution 

capabilities are a part of joint logistics, while the full range of 

deployment activities are a series of operational events 

enabled by logistics. The portion of deployment that falls within 

the logistics capabilities is the movement of forces and 

materiel.

 Health Service Support: provides services that promote, 

improve, conserve, or restore the mental or physical well-being 

of personnel. These services include, but are not limited to, the 

management of health services resources, such as manpower, 

monies, and facilities; preventive and curative health 

measures; evacuation of the wounded, injured, or sick; 

selection of the medically fit and disposition of the medically 

unfit; blood management; medical supply, equipment, and 

maintenance thereof; combat stress control; and medical, 

dental, veterinary, laboratory, optometric, nutrition therapy, and 

medical intelligence services.

 Engineering Operations: assure mobility, provide the 

infrastructure necessary to position, project, protect and sustain 

the joint force, and enhance visualization of the operational 

area across the full range of military operations. Operational 
145

engineering is the integration of combat, general, and 

geospatial engineering to meet national and CCDR 

requirements.

 Logistic Services: are essential to the technical management 

and support of the joint force. Logistic Services includes food, 

water and ice, base camp, and hygiene services in an 

expeditionary environment.

 Operational Contract Support: provides the ability to 

orchestrate and synchronize the provision of integrated 

contract support and management of contractor personnel 

providing that support to the joint force in a designated 

operational area. As indicated, the major functional capabilities 

are support integration and contractor (personnel) 

management. Contract support integration gives the CCDR the 

ability to synchronize and integrate contract support in support 

of mission requirements. Contractor management provides the 

CCDR with the ability to manage and maintain visibility of the 

associated contractor personnel in the designated operational 

area.

Planning and Executing Joint Logistics 

In today’s ever-changing operating environment, planning and 

executing operations often occur simultaneously. Even though these 

two functions may be running concurrently, it is critical that planning 

outputs serve as inputs to the execution function. Planning fidelity 

must translate into executable actions for those forces assigned to the 

JFC to accomplish the stated mission. A current logistic concept of 

support is the critical planning output that serves as the “expectation” 

against which the logistician measures execution. The logistician must 

monitor, assess, and direct (when required) logistical operations in 

order to assure that the concept of support is being effectively 

executed.

(Note: See Joint Publication 4-0 Joint Logistics for additional 

information)
146

3.4 Understanding the Organizations and Missions of 

the Combatant Commands 

Figure 26: Combatant Command Reporting Organization

Establishment of the Combatant Commands

The 1947 National Security Act set the responsibility of the JCS to 

“establish unified commands in strategic areas when in the interest of 

national security,” and the president would establish unified and 

specified combatant commands to perform military missions. The 

Military Departments would assign forces to the combatant commands; 

the responsibility for their support and administration would be 

assigned by the SecDef to a Military Department. Forces not assigned 

would remain under the authority of the Military Department. (Joint Pub 

1-0)

The president, through the UCP, has directed that communications 

between the president and SecDef to the combatant commands will be 

through the CJCS. DOD Directive 5100.1 gives the SecDef wide 

latitude to assign oversight responsibilities to the CJCS. Combatant 

commanders, however, determine the chain of command at all levels 

within their commands. They also have command authority for 

assigned forces and are directly responsible to the president and 

SecDef for their specific assigned missions and for the readiness of 

their commands.
147

Geographic commands are determined by directives that establish 

each command’s AOR. Combatant commanders are not limited by 

geographic boundaries, as they may operate forces any place needed 

to achieve their missions. In 2007, a new geographical command for 

Africa was authorized. This proposed significant changes to the areas 

of responsibility for other adjacent geographical commands as shown 

in the accompanying graphic. The geographic commands are 

USAFRICOM, USCENTCOM, USEUCOM, USNORTHCOM, 

USPACOM, and USSOUTHCOM.

Figure 27: Geographic Combatant Commanders’ AORs

Functional commands are determined by directive based on the need 

for specific capabilities or functions for continuing operations. The 

functional commands are USSOCOM, USSTRATCOM, and 

USTRANSCOM.

All combatant commanders provide strategic direction; assign 

missions, tasks, forces, and resources; designate objectives; provide 

authoritative direction; promulgate rules of engagement; establish 

constraints and restraints; and define policies and concepts of 

operations to be integrated into OPLANs. Supporting combatant 
148

commanders and their subordinates ensure that their actions are 

consistent with the supported commander’s strategy. 

Chain of Command and Control

Commanders in the chain of command exercise command authority 

(COCOM, OPCON, TACON), or a support relationship as prescribed by 

law or a superior commander over the military force under their 

command. Unless otherwise directed by the president or SecDef, 

COCOM over assigned forces is reserved for the combatant 

commander (CCDR). The CCDR organizes and assigns tasks to his 

assigned forces based on his strategic vision and concept of operations 

in order to achieve his assigned and/or anticipated mission(s). During 

contingency planning, generic forces are apportioned to specific plans 

according to global force management procedures. This requires 

supported combatant commanders to coordinate with the supporting 

combatant commanders on required capabilities during planning and 

on mission criteria for specific units once they have been allocated. 

(Joint Pub 1)
149

Figure 28: Chain of Command and Control

References:

 http://www.dtic.mil/whs/directives/corres/pdf/510001p.pdf, DOD 

directive 5100.1, JFSC Pub 1

The Unified Command Plan (UCP)

The UCP establishes basic guidance to combatant commands by 

establishing missions, responsibilities, force structure, geographic 

areas of responsibility for geographic commands, and functional 

responsibilities for functional commands.
150

‘Roles’ are the broad and enduring purposes for which the Services

and the USSOCOM were established in law. ‘Missions’ are the tasks 

assigned by the president or SecDef to the combatant commanders. 

‘Functions’ are specific responsibilities assigned by the president or 

SecDef to enable the Services to fulfill their legally established roles. 

Simply stated, the primary function of the Services and USSOCOM is 

to provide forces organized, trained, and equipped to perform a role—

to be employed by the combatant commander in the accomplishment 

of a mission.

By mandate of Title 10 USC, the CJCS conducts a review of the UCP

and submits any recommended changes to the president through the 

SecDef. 

Significant changes made by UCP 2011 include:

 Shifting areas of responsibilities boundaries in the Arctic region 

to leverage long-standing relationships and improve unity of 

effort. As a result of this realignment, responsibility for the 

Arctic region is now shared between USEUCOM and 

USNORTHCOM rather than USEUCOM, USNORTHCOM and 

USPACOM as directed in previous UCPs.

 Giving USNORTHCOM responsibility to advocate for Arctic 

capabilities.

 Codifying the president's approval to disestablish U.S. Joint 

Forces Command.

 Expanding U.S. Strategic Command’s responsibility for 

combating weapons of mass destruction and developing Global 

Missile Defense Concept of Operations.

 Giving U.S. Transportation Command responsibility for 

synchronizing planning of global distribution operations.

UCP 2011 continues to support U.S. defense security commitments

around the world while improving military responsiveness to emerging 

crises.

References:

 Joint Publication 1, Doctrine for the Armed Forces of the United 

States

 www.defenselink.mil

 http://www.dtic.mil/doctrine/
151

3.5 The Unified Combatant Commands

There are nine unified combatant commands; six regional and three 

functional.

Command Location Area of Responsibility

United States Africa 

Command (AFRICOM)

Kelley Barracks, 

Stuttgart, Germany

Africa; relationship and activities 

with Egypt are codified in a 

memorandum of agreement 

between USAFRICOM and 

USCENTCOM

United States Central 

Command (CENTCOM)

MacDill Air Force Base, 

Florida

Egypt through the Arabian Gulf 

region, into Central Asia

United States European 

Command (EUCOM)

SHAPE (Supreme 

Headquarters Allied 

Powers Europe), Mons, 

Belgium; USEUCOM 

Headquarters, Patch 

Barracks, Stuttgart, 

Germany

Europe (includes Israel) and Black 

Sea-Eurasia

United States Northern 

Command (NORTHCOM)

Peterson Air Force 

Base, Colorado

North American homeland defense

and coordinating homeland security 

with civilian forces.

United States Pacific 

Command (PACOM)

Camp H. M. Smith, 

Oahu, Hawaii

The Asia-Pacific region including 

Hawaii.

United States Southern 

Command (SOUTHCOM) Miami, Florida South, Central America and the surrounding waters

U.S. Special Operations 

Command (SOCOM)

MacDill Air Force Base, 

Florida

Provides special operations for the 

Army, Navy, Air Force and Marine 

Corps.

United States Strategic 

Command (STRATCOM)

Offutt Air Force Base, 

Nebraska

Covers the strategic deterrent force 

and coordinates the use of space 

assets.

United States 

Transportation Command

(TRANSCOM)

Scott Air Force Base, 

Illinois

Covers global mobility of all military 

assets for all regional commands.

Figure 29: Combatant Command Information
152

DOD Directive 5100.03, Support of the Headquarters of Combatant 

and Subordinate Unified Commands establishes policy and assigns 

responsibilities for the administrative and logistical support of 

combatant command headquarters and subordinate unified command 

headquarters through Combatant Command Support Agents (CCSAs). 

The secretaries of the Military Departments, while performing their 

duties as CCSAs program and budget to fund, without reimbursement, 

the administrative and logistical support required by the supported 

headquarters of the combatant commands, the U.S. Element of the 

North American Aerospace Defense Command (USELEMNORAD), 

and the subordinate unified commands. The commanders of the 

combatant commands and the Commander, USELEMNORAD, identify 

their requirements to the applicable secretary of the Military 

Department and coordinate for the required administrative and 

logistical support. A list of the commands and CCSAs is provided 

below.

COMMAND CCSA

HQ U.S. Africa Command Secretary of the Army

HQ Special Operations Command Africa Secretary of the Army

HQ U.S. Central Command Secretary of the Air Force

HQ Special Operations Command 

Central

Secretary of the Air Force

HQ U.S. Element, North American Aerospace 

Defense Command 

Secretary of the Air Force

HQ U.S. European Command Secretary of the Army

HQ Special Operations Command 

Europe

Secretary of the Army

HQ U.S. Northern Command Secretary of the Air Force

HQ U.S. Pacific Command Secretary of the Navy

HQ U.S. Forces Korea Secretary of the Army

HQ U.S. Forces Japan Secretary of the Navy

HQ Alaskan Command Secretary of the Navy

HQ Special Operations Command Pacific Secretary of the Navy

HQ Special Operations Command Korea Secretary of the Army

HQ U.S. Southern Command Secretary of the Army 

HQ Special Operations Command South Secretary of the Army

HQ U.S. Special Operations Command Secretary of the Air Force 

Joint Special Operations Command Secretary of the Army

HQ Special Operations Command – Joint 

Capabilities

Secretary of the Air Force

HQ U.S. Strategic Command Secretary of the Air Force 
153

COMMAND CCSA

HQ U.S. Cyber Command Secretary of the Air Force

HQ U.S. Transportation Command Secretary of the Air Force

Figure 30: Combatant Commands and CCSAs

References:

 DOD Directive 5100.03

 Joint Publication 1-02

3.5.1 United States Africa Command (USAFRICOM)

USAFRICOM is one of the Department of Defense’s six geographic or 

regional military headquarters and was declared a Unified Command 

on October 1, 2008. As such, USAFRICOM has administrative 

responsibility for U.S. military support to U.S. government policy in 

Africa, to include military-to-military relationships with 54 African 

nations.

On February 6, 2007, President Bush and Defense Secretary Robert 

Gates announced the creation of U.S. Africa Command. The decision 

was the culmination of a 10-year development process within the DOD 

acknowledging the emerging strategic importance of Africa, and 

recognizing that peace and stability on the continent impacts not only 

Africans, but the interests of the U.S. and international community as 

well. Prior to the establishment of USAFRICOM, the department’s 

regional command structure did not comprehensively account for 

Africa, with three different U.S. military headquarters maintaining 

relationships with African countries. The creation of USAFRICOM 

enables the DOD to better focus its resources to support and enhance 

existing U.S. initiatives that help African nations, the African Union, and 

the regional economic communities succeed. It also provides African 

nations and regional organizations an integrated DOD coordination 

point to help address security and related needs. 

Mission: Africa Command protects and defends the national security 

interests of the United States by strengthening the defense capabilities 

of African states and regional organizations and, when directed, 

conducts military operations, in order to deter and defeat transnational 

threats and to provide a security environment conducive to good 

governance and development. 

Overview of Commander's Intent: Africa Command was founded on 

the central idea that U.S. interests would be best served through 
154

sustained military engagement with our African partners. Relationships 

formed, programs executed and activities engaged in with our African 

counterparts must be effective, enduring and focused on a shared end 

state. When we do this right, both the U.S. and our partners benefit.

Africa Command’s purpose is twofold: 1) protect the U.S. homeland, 

American citizens abroad and national interests from transnational 

threats emanating from Africa; and 2) through sustained engagement, 

enable African partners to create a security environment that promotes 

stability, improved governance, and continued development. Should 

preventative or enabling efforts fail, we must always be prepared to 

prevail against any individual or organization that pose a threat to the 

United States, our national interests or our allies and partners.

Africa Command’s activities, plans and operations are centered on two 

guiding principles:

 A safe, secure and stable Africa is in our national interest

 Over the long run, it will be Africans who will best be able to 

address African security challenges and that AFRICOM most 

effectively advances U.S. security interests through focused 

security engagement with our African partners.

Africa Command Presence: U.S. Africa Command is headquartered 

at Kelley Barracks in Stuttgart, Germany. The command inherited a 

small but meaningful U.S. military presence already existing in 

numerous African nations, to include Camp Lemonnier in Djibouti, as 

well as Defense Department personnel assigned to U.S. Embassies 

and diplomatic missions to coordinate DOD programs supporting U.S. 

diplomacy. Any additional presence on the continent will take place 

only in full diplomatic consultation and agreement with potential host 

nations. 

Organization: The commander of U.S. Africa Command reports to the 

SecDef, who reports to the President of the United States. In individual 

countries, U.S. Ambassadors continue to be the President's personal 

representatives in diplomatic relations with host nations. U.S. Africa 

Command is organized into seven directorates, Special Staff, Offices of 

Security Cooperation (OSC) that represent U.S. Africa Command in the 

Area of Activity (AoA), four component commands, a sub-unified 

Special Operations Command Africa and the Combined Joint Task 

Force in the Horn of Africa. U.S. Africa Command is a joint command 

with a staff of 2,000 authorized personnel, almost half of whom are 

civilian personnel, including representatives from non-military agencies 

of the U.S. Government.
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U.S. Africa Command Components

U.S. Army Africa (USARAF)—enables full spectrum 

operations while conducting sustained security 

engagement with African land forces to promote 

security, stability, and peace. As directed, deploys a contingency 

headquarters in support of crisis response.

U.S. Naval Forces Africa (NAVAF)—conducts maritime 

operations and theater security cooperation activities in 

concert with Allied, coalition, joint, interagency and other 

partners to advance maritime security and stability in 

Africa.

U.S. Air Forces Africa (AFAF)—charged with 

supporting U.S. Africa Command via command and 

control of air forces to conduct sustained security 

engagement and operations as directed to promote air 

safety, security and development (now a dual hat with 

USAFE).

Marine Forces Africa (MARFORAF)—exercises 

command and control over all assigned and attached 

forces; conducts planning in support of Africa Command 

operations; advises the commander, Africa Command, 

other Component Commanders and Task Force 

Commanders on the capabilities and proper employment of U.S.

Marine Corps forces; and validates, deploys, sustains and redeploys all 

operational and logistical requirements for assigned and attached 

forces in order to accomplish missions in the Africa Command area of 

activity.

Special Operations Command Africa (SOCAFRICA)—

leads, plans, coordinates, and, as directed, executes the full 

spectrum of Special Operations in USAFRICOM’s area of 

responsibility as part of an integrated Theater Strategy to 

combat terrorism and advance USAFRICOM’s strategic 

objectives.

Combined Joint Task Force Horn of Africa (CJTFHOA)—CJTF-HOA conducts operations in the East Africa 

region to build partner nation capacity in order to promote 

regional security and stability, prevent conflict, and protect
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U.S. and coalition interests.

Vision:

CJTF-HOA builds and strengthens partnerships to contribute to 

security and stability in East Africa. The task force’s efforts, as part of a 

comprehensive whole-of-government approach, are aimed at 

increasing our African partner nations’ capacity to maintain a stable 

environment, with an effective government that provides a degree of 

economic and social advancement to its citizens. An Africa that is 

stable, participates in free and fair markets, and contributes to global 

economic development is good for the United States as well as the rest 

of the world. Long term stability is a vital interest of all nations.

Figure 31: USAFRICOM HQ Organization

Headquarters Organizational Structure

Chief of Staff—acts as the principal agent of the Commander for 

coordination and administration of U.S. Africa Command. The Chief of 

Staff directs, integrates, supervises Headquarters elements, and 

ensures continuity of operations in the event of an emergency. 
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J1/8 Resources Directorate—the “primary source” for financial, 

manpower, and personnel information and services. Resources, 

obtains and controls financial authority; provides expert and timely 

manpower and financial management planning, guidance, advice, and 

analysis to support the U.S. Africa Command mission; facilitates, and 

coordinates capability development through the Joint Capabilities 

Integration Group (JCIG) process; utilizes science and technology to 

develop rapid solutions for the command’s capability shortfalls.

J2 Intelligence and Knowledge Development Directorate—in concert 

with other U.S. Government agencies and international partners, 

executes intelligence operations and manages intelligence collection, 

analysis, production, dissemination, and knowledge development for 

HQ Africa Command, its components, and designated partners in order 

to enhance the planning and conduct of operations, exercises, and 

sustained security engagement activities to promote a stable and 

secure African environment in support of U.S. foreign policy.

J3 Operations Directorate—conducts operational and cyber planning; 

organizes forces for assigned missions; coordinates employment of 

forces and resources; and monitors, directs, and synchronizes current 

operations, exercises and security cooperation events in order to 

support stability in the USAFRICOM area of responsibility.

J4 Logistics Directorate—provides mission support to U.S., allied, and 

coalition operations within the command’s area of responsibility and 

leverages its capabilities as a means of strategic engagement on the 

continent. Through cooperation and coordination with other U.S. 

government agencies and international partners, enhances African 

logistics and capabilities.

J5 Strategy, Plans and Programs Directorate—responsible for 

developing and directing the United States Africa Command strategy, 

policy, plans, and programs for international cooperation. It plans, 

manages, and implements Theater Security Cooperation (TSC) 

activities. It is also responsible for coordination/implementation of 

security assistance and defense cooperation in armaments, 

humanitarian assistance and de-mining programs, TSC liaison, and 

synchronization and coordination of Inter-Agency assistance programs. 

It develops and staffs the command’s deliberate plans.

J6 C4S Systems Directorate—provides U.S. Africa Command with C4 

policy, plans, programs, and systems support to enhance the strategic 

environment for U.S. policy. C4S is responsible for ensuring 
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interoperable C4 Systems for full range of military/civilian requirements 

of the command; ensuring compliance with single integrated 

architecture concept; providing Computer Network Defense; providing 

Spectrum Management support; providing Network Operations 

(NETOPS) oversight of our connectivity to the Global Information Grid 

(GIG); working with DIA for full spectrum of data/video services; 

providing C2 Systems Support/Planning and providing 

Communications Security (COMSEC) support.

J7 Joint Training, Readiness and Exercise Directorate—the office of 

primary responsibility for joint training, education, exercises, 

assessments and readiness. J7 increases AFRICOM readiness 

through development, implementation and use of the CJCS Joint 

Training System and execution of the Joint Training and Exercise 

Program (JTEP) policy and supporting programs.

J9 Outreach Directorate—has two major responsibilities: facilitating the 

strategic communication process within the command, and supporting 

working relationships with partners outside the command in the United 

States Government, non-governmental organizations, the private 

sector and academia.

Offices of Security Cooperation (OSCs)—U.S. Africa Command has a 

staff presence in 33 countries, operates seventeen OSCs, one Security 

Assistance Office, and has three permanent Liaison Officers within the 

AoA. These offices are the command’s presence within our AoA and 

are responsible for coordinating bi-lateral activities with their host 

nations and are active in assisting their sponsors with improving their 

security capabilities. The command is working to expand this program 

with other nations within the AoA that are deemed good partners.

3.5.2 United States Central Command (USCENTCOM)

USCENTCOM, located at MacDill Air Force Base in Tampa, Florida is 

one of the unified combatant commands in the DOD. The 

Commanders of the combatant commands are responsible to the 

president and the SecDef for accomplishing the military missions 

assigned to them and exercise command authority over forces 

assigned to them as directed by the SecDef pursuant to section 10 

USC. 164 [reference (b)]. USCENTCOM is responsible for all U.S.

security interests in 20 nations that stretch from Egypt and the Red Sea 

through the Arabian Gulf Region, into Central Asia. The command was 

activated in 1983 as the successor to the Rapid Deployment Joint Task 

Force (RDJTF). 
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Mission: With national and international partners, U.S. Central 

Command promotes cooperation among nations, responds to crises, 

and deters or defeats state and non-state aggression, supports 

development, and, when necessary, reconstruction in order to establish 

the conditions for regional security, stability, and prosperity. 

Organization: Under the leadership of a 4-star Commander, the 

command is organized into directorates, special staff, component 

commands, and military groups that represent USCENTCOM in the 

AOR. USCENTCOM is a joint command comprised of more than 3,300 

military and civilian personnel from the Army, Navy, Air Force, Marine 

Corps, and Coast Guard at its headquarters. The command also 

employs other U.S. government agency civilians as well as various 

contractors. Military personnel from other Allied and Coalition nations 

are also assigned to USCENTCOM as exchange officers, liaison 

officers, senior national representatives and other personnel in support 

thereof. The Services (minus the Coast Guard) provide USCENTCOM 

with component commands, which along with the Joint Special 

Operations component perform USCENTCOM missions and security 

cooperation activities. USCENTCOM exercises combatant command 

authority through the commanders of its components, Joint Task 

Forces (JTFs), an Interagency Action Group, and Security Assistance 

Organizations. 
160

Figure 32: USCENTCOM Command Relationships

USCENTCOM Components

U.S. Army Central (USARCENT)/U.S. Third Army(3d 

Army)—dual-hatted as U.S. Third Army, is the Army 

Service Component Command of USCENTCOM and 

supports ground operations throughout the USCENTCOM 

AOR. It is the only Army-level, expeditionary war-fighting 

headquarters and has been continuously deployed since 2001. 

USARCENT forces include aviation, intelligence, communication, and 

logistics units, offering full spectrum capability ranging from 

humanitarian assistance/disaster relief to combat operations. 

USARCENT relocated from Fort McPherson to Shaw Air Force Base, 

South Carolina in late 2011 per BRAC 2005.

U.S. Naval Forces Central Command 

(USNAVCENT)/U.S. 5

th Fleet (USFIFTHFLT)—

headquartered at Naval Support Activity Manama, 

Bahrain and is the only USCENTCOM component 

permanently based overseas. USNAVCENT/
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USFIFTHFLT exercises command and control over all forwarddeployed U.S. naval task forces, strike groups, naval units (to include 

U.S. Coast Guard ships/units and embarked U.S. Marine Corps 

elements) and naval operations in the USCENTCOM AOR, including 

naval exercises, maritime air operations, surface, and subsurface 

operations, and port visits.

U.S. Air Forces Central (USAFCENT)/9th Air Force (9 

AF)—Previously known as U.S. Central Command Air 

Forces (USCENTAF) until March 2008, USAFCENT is the 

air component of USCENTCOM and is normally dualhatted as 9th Air Force, with a primary headquarters at 

Shaw Air Force Base, South Carolina and a forward headquarters and 

Air and Space Operations Center at Al Udeid Air Base, Qatar. 

USAFCENT provides land-based combat air and space power, plans 

for, and executes contingency operations, and integrates USAF, Naval 

Aviation and multinational air forces into coherent air operations in 

support of major theater war. USAFCENT also serves as support

agent for numerous air bases and forward operating locations in the 

USCENTCOM AOR. In August 2009, a temporary separation between 

USAFCENT and 9th Air Force was put into effect to allow the 

USAFCENT commander to focus on duties as the warfighting 

component to USCENTCOM and the 9 AF commander to focus on 

oversight of stateside Air Force wings. In this arrangement, 

USAFCENT is currently headquartered at Al Udeid AB and 9 AF at 

Shaw AFB. When contingency operations in the USCENTCOM AOR 

subside, the Air Force will reset USAFCENT and 9 AF to their 

peacetime configuration. 

U.S. Marine Corps Forces Central Command 

(USMARCENT)—commands all U.S. Marine Corps forces 

assigned to USCENTCOM, advises USCENTCOM on 

proper employment and support of said forces, conducts 

deployment/employment/redeployment planning and 

execution for assigned and attached forces, and accomplishes 

assigned operational missions. USMARCENT is physically 

headquartered at MacDill AFB, Florida.

Special Operations Command Central (SOCCENT)—

exercises operational control of assigned and attached 

Special Operations Forces (SOF) deployed for execution of 

training or operational missions in the USCENTCOM AOR. 

When directed by USCENTCOM, SOCCENT forms the 
162

nucleus of a Joint Special Operations Task Force. SOCCENT is 

headquartered at MacDill AFB, Florida. 

Headquarters Organizational Structure

Figure 33: USCENTCOM HQ Organization

Chief of Staff—The USCENTCOM Chief of Staff is a two-star officer 

and functions as the Commander’s and the Deputy Commander’s 

direct conduit to the Directorate Directors and the various Special 

Staffs for the coordination and synchronization of staff activities.

CCJ1, Manpower and Personnel—formulates and implements 

manpower and personnel policy and provides manpower and 

personnel support for USCENTCOM and subordinate units from the 

Active Components and Reserve Components; CCJ1 is the only 

directorate not headed by a General Officer, Flag Officer or SES.

CCJ2, Intelligence—provides a full range of advanced threat warning, 

targeting intelligence, assessments, and reports to the Commander, 

USCENTCOM, and coordinates intelligence policy throughout the 

USCENTCOM AOR; CCJ2 is headed by a one-star officer with an SES 

deputy.
163

CCJ3, Operations—plans, organizes, directs, and controls joint and 

combined military operations at the direction of the Commander, 

USCENTCOM and advises the Commander on all matters pertaining to 

strategic and operational employment of assigned forces, conduct of 

joint/combined operations; and other functions as necessary to 

accomplish assigned tasks and missions; CCJ3 is headed by a twostar officer with a United Kingdom or Australian two-star equivalent 

deputy and two U.S. one-star deputies.

Interagency Action Group (IAG) - functionally resides in CCJ3 and 

facilitates planning by coordinating information sharing between the 

U.S. military and multiple U.S. governmental agencies, to include 

activities of the Department of Homeland Security, Department of 

Justice, Department of State and Department of the Treasury. The AIG 

is headed by an SES. 

CCJ4, Logistics—develops and implements logistics, engineering, 

contracting, host nation support, pre-positioning plans, programs, 

policies, and procedures in support of war and peacetime operations; 

CCJ4 is headed by a two-star officer with a one-star deputy and an 

SES deputy.

CCJ5, Strategy, Plans and Policy—develops joint military strategies, 

policies, resource allocations and Theater Security Cooperation 

activities to support U.S. objectives in the USCENTCOM AOR; 

prepares and maintains operations, contingency and bilateral plans; 

coordinates planning, policy and program matters with JCS, DOD and 

Department of State; CCJ5 is headed by a two-star officer with a one or 

two-star deputy from the Reserve Component (“Chairman’s 16” billet), 

a one-star deputy from the Active Component, and a one-star 

equivalent deputy (or deputies) from the United Kingdom and/or 

Australia; an additional two-star U.S. officer serves as the Director of 

the Coalition Coordination Center (CCJ5-CCC).

CCJ6, Command & Control, Communications and Computer (C4) 

Systems—plans, programs and directs USCENTCOM’s headquarters 

and joint theater-level communications and computer networks; 

ensures C4 reliability and interoperability; guides and monitors service 

C4 system acquisitions; CCJ6 is headed by a one-star officer.

CCJ7, Exercises and Training—designs, coordinates, and conducts 

exercises to improve war fighting capabilities, advance theater security 

cooperation goals, and maintain joint/combined readiness; facilitates 

the USCENTCOM Joint Training Plan, and conducts joint training and 
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battle staff training management oversight; CCJ7 is headed by a twostar officer.

CCJ8, Resource and Analysis—conducts warfighting analysis and 

technology assessments; leads programming actions, and provides 

financial management; CCJ8 is headed by an SES.

Special Staffs

CCJA, Judge Advocate—Counsels the Commander, the USCENTCOM 

Staff, USSOCCENT, and deployed task forces on civil, military, 

international, and operational law matters.

CCSG, Command Surgeon—Principal adviser on all medical matters, 

plans, and direct health services support for USCENTCOM missions.

CCCH, Command Chaplain—Principal adviser on the role of religion, 

religious support requirements, and the spectrum of moral and ethical 

issues.

CCCI, Communications Integration—Provides information liaison with 

news organizations and the local community. CCCI also synchronizes 

the delivery of factual information, command themes and messages on 

USCENTCOM to external DOD, domestic and international media 

audiences; CCCI is unique among the special staffs in that it is headed 

by a one-star officer.

CCIG, Inspector General—Reports on state of economy, efficiency, 

discipline, morale, training, and readiness of command; provides 

assistance and performs inspections and investigations as directed.

CCHC, Headquarters Commandant—Provides continuous, efficient 

and responsive base operations support to the USCENTCOM 

Headquarters in garrison/at home station and when forward deployed.

SJS, Secretary of the Joint Staff—Provides administrative support for 

Commander, USCENTCOM.

CCHO, Command Historian—Ensures USCENTCOM historical records 

are valued, preserved and widely used; provides planners and decision 

makers with an archived document system to support current and 

ongoing operations.
165

CCSP, Protocol Office—Executes USCENTCOM Distinguished Visitor 

(DV) Program, ensuring cross-directorate coordination and completion 

of all administrative requirements in support of visits by U.S. and 

international leaders/political figures, diplomats, government officials, 

and U.S., NATO, Allied and Coalition General Officers, Flag Officers 

and equivalents.

CCLA, Legislative Affairs—Advises the Commander and the 

USCENTCOM Staff on all Congressional matters; coordinates all 

interactions between USCENTCOM and the United States Congress.

Centers

The USCENTCOM Headquarters also maintains three standing 

Centers comprised of personnel from two or more directorates:

 Joint Operations Center (JOC)—24/7/365 operations center 

activity under aegis of CCJ3, comprised of representatives 

from all directorates and most special staffs. 

 Joint Intelligence, Surveillance and Reconnaissance Center 

(JISRC)—CCJ2 and CCJ3 activity providing single source for 

theater ISR management.

 Strategic Movements Center—CCJ3, CCJ4 and 

USTRANSCOM Liaison Team activity providing single source 

for policy and process oversight for strategic and theater 

movements.

USCENTCOM Forward Headquarters (CFH)

Since late 2009, USCENTCOM has maintained an additional CFH 

facility at Al Udeid Air Base, Qatar. This facility is capable of providing 

work spaces and billeting for the entire USCENTCOM staff, replacing 

an expeditionary CFH facility on the USARCENT-Qatar compound at 

Camp As Sayliyah in Doha, Qatar that had been in place since late 

2002. The CFH supports the USCENTCOM Commander and Deputy 

Commander during their travel in the AOR and also functions as a 

headquarters facility for contingency operations or designated 

exercises. 

3.5.3 United States European Command (USEUCOM)

Background: Established 1 August, 1952, U.S. European Command 

is located at Patch Barracks, in Stuttgart, Germany. USEUCOM is a 

regional combatant command with a headquarters forward deployed 

outside the United States. The diversity of the security environments, 

regional political relations, culture, geography, and our partners' needs 

make it useful to divide our area of focus into two regions—Europe and 
166

Black Sea-Eurasia. Commander, USEUCOM also serves as NATO’s 

Commander, Supreme Allied Command for Operations. USEUCOM is 

a joint command comprised of military and civilian personnel 

representing the Army, Navy, Air Force, Marine Corps, Special 

Operation Forces and several federal agencies.

Figure 34: USEUCOM Command Relationships

USEUCOM’s Mission: The mission of the U.S. European Command 

is to conduct military operations, international military partnering, and 

interagency partnering, to enhance transatlantic security and defend 

the United States forward.

It does this by establishing an agile security organization able to 

conduct full spectrum activities as part of whole of government to 

solutions to secure enduring stability in Europe and Eurasia.
167

USEUCOM Components:

NAVEUR—-U.S. Naval Forces Europe (NAVEUR) plans, conducts and 

supports naval operations in the European theater during peacetime 

and as tasked by the EUCOM commander. With its headquarters at 

Naval Support Activity in Naples, Italy, NAVEUR directs all its naval 

operations through the U.S. Sixth Fleet (COMSIXTHFLT) commander. 

Though not a NATO command, NAVEUR ensures ready and logistics 

support of U.S. Navy ships and aircraft regardless if they were 

nationally or NATO assigned. NAVEUR also works with NATO 

commands and member governments in planning, operating and 

funding NATO facilities the U.S. Navy uses.

USAFE—-U.S. Air Forces in Europe (USAFE) is a major air force 

command and also EUCOM’s primary air component, planning and 

executing air and space operations in Europe and Asia to achieve 

NATO and U.S. objectives based on the EUCOM commander’s 

taskings.

USAREUR—U.S. Army Europe (USAREUR) trains, equips, deploys 

and provides command and control of forward-deployed land forces, 

able to support and conduct the full spectrum of joint and combined 

multi-national operations and engagement activities.
168

MARFOREUR—-U.S. Marine Corps, Europe (MARFOREUR) 

supporting in EUCOM operations by advising the commander, other 

component commanders and task force commanders on the 

capabilities and proper employment of U.S. Marine Corps forces. It 

validates, deploys, sustains and redeploys all operational and logistical 

requirements for assigned and attached forces to accomplish missions 

in the EUCOM theater.

SOCEUR—-Special Operations Command Europe provides 

tremendous flexibility throughout a full range of military operations 

including combat, special operations, humanitarian assistance, noncombatant evacuations and joint-combined military operations. 

SOCEUR exercises operational control of European theater Army, 

Navy and Air Force Special Operation Forces (SOF) and is responsible 

for SOF readiness, targeting, exercises, plans, joint and combined 

training, NATO and partnership activities, and execution of 

counterterrorism, peacetime and contingency operations.

The Headquarters Structure

ECJ1 Mission: Perform theater-level military and civilian personnel 

planning and develops personnel policies and programs for U.S. forces 

and their families. Integrates total personnel operations support 

through the U.S. European Plans and Operations Center (EPOC). 

Provides direct personnel service support, administration and develops 

manpower requirements for HQ USEUCOM. ECJ1 provides 

Combatant-Command level management for U.S. NATO manpower 

and strength accounting.
169

ECJ2 Mission: Provide intelligence support to Headquarters, 

USEUCOM, component commands, and Allied Forces operation the 

European Theater. Coordinate all intelligence, surveillance, and 

reconnaissance activities throughout the European Theater in support 

of U.S. and Allied requirements. Plan, program, and budget for 

resources necessary to conduct HQ USEUCOM's peacetime, 

contingency, and wartime intelligence missions.

ECJ3 Mission: The European Plans and Operations Center (EPOC)

is USEUCOM's 24 x 7 warfighting command and control headquarters. 

More than 300 people in ten divisions form the core of cross-functional 

planning teams that focus on potential trouble spots in the theater, plan 

and conduct effects-based operations. The EPOC is USEUCOM's 

Standing Joint Force Headquarters and focal point for theater 

operational planning, intelligence and execution. The EPOC is the 

Commander’s, U.S. European Command (CDRUSEUCOM’s)

organization within HQ USEUCOM for implementation of directed 

Standing Joint Force Headquarters concept. CDRUSEUCOM uses the 

EPOC to synchronize and integrate the actions for air, land, sea, 

space, nuclear, and special operations forces, either directly or through 

subordinate commanders. 

ECJ4 Mission: Enhance force readiness by coordinating and 

synchronizing Component, Interagency, and National Provider 

Logistics capabilities to maximize the Joint Forces' ability to accomplish 

effects.

ECJ5/8 Mission: The Director for Strategy, Policy, and Assessments 

is responsible to CDRUSEUCOM for formulation and staff direction of 

the execution of basic military/political policy and planning for 

command activities involving relations with other U.S. Unified 

Commands, allied military and international military organizations and 

subordinate commands. 

ECJ6 Mission: Provide the policy, plans, program, and systems

support to shape the C4 environment, ensuring information dominance 

and interoperable C4 systems. Ensure that EUCOM has integrated 

Command, Control and Communications systems to prevent conflict, 

respond to crisis, and prepare for combat and to fight to win.

ECJ7 Mission: Conduct Strategic and Operational analysis and 

assessments and make recommendations based upon the analysis to 

ensure effective decision making and resource allocation.
170

ECJ9 Mission: ECJ9 leads the EUCOM effort to integrate 

interagency, academia, Non-Governmental Organizations (NGOs), 

International Organizations (IOs), and private sector partners to better 

execute the EUCOM mission through a "Whole of Government 

Approach."

Joint Interagency Counter-Trafficking Center, Europe (JICTC)

Mission: Support U.S. Interagency and U.S. Country Team efforts, 

and collaborate with similar international organizations, to effectively 

and efficiently counter illicit trafficking and terrorism in USEUCOM's 

area of interest, and assist Eurasian nations in building self-sufficient 

counter-trafficking and counter-terrorism skills, competencies, and 

capacity in support of defending the Homeland forward.

Special Staff: The Special Staff provides staff support to the 

command and is comprised of the following elements: Deputy 

Commander, Chief of Staff, Special Assistance to the Commander, 

Command Chaplain, Command Historian, Protocol Office, Staff Judge 

Advocate, Headquarters Commandant, Public Affairs, Comptroller, 

Strategic Communication, Deputy Commander’s Action Group, 

Secretary of the Joint Staff, Foreign Policy Advisor, Inspector General,

European Liaison Office, Command Surgeon, Congressional Affairs, 

and Staff Civil Engineer.

3.5.4 United States Northern Command (USNORTHCOM)

United States Northern Command (USNORTHCOM), located at 

Peterson Air Force Base in Colorado Springs, Colorado, is one of nine 

unified combatant commands in the DOD. USNORTHCOM was 

established October 1st, 2002 to provide command and control of 

Department of Defense (DOD) homeland defense efforts and to 

coordinate defense support of civil authorities. USNORTHCOM 

defends America's homeland—protecting our people, national power, 

and freedom of action.

The commander of USNORTHCOM also commands the North 

American Aerospace Defense Command (NORAD), a bi-national 

command responsible for aerospace warning, aerospace control, and 

maritime warning for Canada, Alaska and the continental United 

States.

Vision:

With our trusted partners, we will defend North America by outpacing 

all threats, maintaining faith with our people, and supporting them in 
171

their times of greatest need. “WE HAVE THE WATCH.”

Missions: 

The NORAD Mission: The North American Aerospace Defense 

Command conducts aerospace warning, aerospace control, and 

maritime warning in the defense of North America.

The USNORTHCOM Mission: United States Northern Command 

partners to conduct homeland defense, civil support, and security 

cooperation to defend and secure the United States and its interests.

Commander’s Priorities:

 Expand and strengthen our trusted partnerships

 Advance and sustain the bi-national military command

 Gain and maintain all-domain situational awareness

 Advocate and develop capabilities in our core mission areas to 

outpace all threats

 Take care of our people; they are our foundation

Responsibilities:

USNORTHCOM’s AOR includes air, land and sea approaches and 

encompasses the continental United States, Alaska, Canada, Mexico, 

and the surrounding water out to approximately 500 nautical miles. It 

also includes the Gulf of Mexico, the Straits of Florida, and portions of 

the Caribbean region to include The Bahamas, Puerto Rico, and the 

U.S. Virgin Islands. The commander of USNORTHCOM is responsible 

for theater security cooperation with Canada, Mexico, and the 

Bahamas. 

USNORTHCOM consolidates under a single unified command existing 

missions that were previously executed by other DOD organizations. 

This provides unity of command, which is critical to mission 

accomplishment.

USNORTHCOM plans, organizes and executes homeland defense and 

civil support missions, but has few permanently assigned forces. The 

command is assigned forces whenever necessary to execute missions, 

as ordered by the president or secretary of defense.

USNORTHCOM’s civil support mission includes domestic disaster relief 

operations that occur during fires, hurricanes, floods and earthquakes. 

Support also includes counterdrug operations and managing the 

consequences of a terrorist event employing a weapon of mass 

destruction. The command provides assistance to a Primary Agency 
172

when tasked by DOD. Per the Posse Comitatus Act, military forces can 

provide civil support, but cannot become directly involved in law 

enforcement.

In providing civil support, USNORTHCOM generally operates through 

established Joint Task Forces subordinate to the command. An 

emergency must exceed the capabilities of local, state and federal 

agencies before the President will direct USNORTHCOM to become 

involved. In most cases, support will be limited, localized and specific. 

Federal military assistance withdraws upon completion of assigned 

missions.

Headquarters Organizational Structure

Figure 35: NORAD and USNORTHCOM Organizations

The HQ organizational structure for USNORTHCOM differs from other 

combatant commands in that many of the Primary and Special Staff 

sections are combined in support of both USNORTHCOM missions and 

NORAD missions. However, there is a separate deputy commander 

and J3 for each command. Another difference is that the Interagency 

Coordination Director is a principal staff member whereas in other 

commands it is usually located under the J3 or J5.
173

Figure 36: NORAD and USNORTHCOM Command 

Relationships

Figure 37: USNORTHCOM Headquarters Organizations

HQ organization members include the following:

Chief of Staff – The Chief of Staff coordinates and synchronizes 
174

staff activities for both NORAD and USNORTHCOM and is 

normally a National Guard Officer. 

N-NC/J1 – Manpower and Personnel 

N-NC/J2 – Intelligence

NC/J3 – Operations

N-NC/J4 – Logistics and Engineering

N-NC/J5 – Plans, Policy and Strategy

N-NC/J6 – Command and Control Systems

N-NC/J7 – Training and Exercises

N-NC/J8 – Programs, Resources and Analysis

N-NC/IC – Interagency Coordination

N-NC/S&T – Science and Technology

Special Staff: Other staff sections include the Chief of Staff (CS), 

Chaplain (HC), Command Protocol (CP), History Office (HO), 

Inspector General (IG), Judge Advocate (JA), National Guard 

Advisor (NG), Public Affairs (PA), Reserve Forces (RF), Strategic 

Communications (SC), Command Surgeon (SG), Washington 

Office (WO), and US and Canada Political Advisors (POLAD).

USNORTHCOM Components

U.S. Army North (USARNORTH)—Located at Ft. Sam 

Houston, Texas, USARNORTH conducts Homeland 

Defense (HLD), Civil Support (CS) operations, and 

Theater Security Cooperation (TSC) activities as the Army 

Service Component Command (ASCC) to U.S. Northern 

Command in order to protect the American people and their way of life. 

On order, USARNORTH commands and controls deployed forces as a 

Joint Task Force (JTF) or Joint Force Land Component Command 

(JFLCC).

U.S. Fleet Forces Command (USFF)—Located at 

Norfolk, Virginia, USFF's mission is to provide maritime 

forces prepared to conduct homeland defense, civil 

support operations and theater security cooperation 

activities when directed by USNORTHCOM. Additionally, 

USFF has responsibilities to generate ready Navy forces for 

assignment to global Regional Combatant Commanders, execute the 

Fleet Response Plan (FRP) using the Fleet Training Continuum, 

articulate to the Chief of Naval Operations the integrated Fleet 

warfighting requirements as coordinated with all Navy Component 

Commanders, and provide operational planning support to 

Commander, U.S. Joint Forces Command, and United States Strategic 

Command.
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Continental U.S. NORAD Region (CONR) and Air 

Forces Northern (AFNORTH)—Located at Tyndall AFB, 

Florida, AFNORTH has the responsibility of ensuring the 

air sovereignty and air defense of the continental United 

States. As the CONUS geographical component of the binational North American Aerospace Defense Command, it provides 

airspace surveillance and control and directs all air sovereignty 

activities for the continental United States.

U.S. Marine Forces North (MARFORNORTH)—Located 

in New Orleans, Louisiana, MARFORNORTH executes 

antiterrorism program and force protection responsibilities; 

plans for the use of USMC Forces and advises on the 

proper employment of USMC Forces; coordinates with and 

supports USMC Forces when attached to USNORTHCOM within 

USNORTHCOM'S area of responsibility in order to conduct homeland 

defense operations and provide defense support to civil authorities.

Task Forces

Task Forces with specific missions in the region that report to 

U.S. Northern Command

Joint Task Force Alaska (JTF-AK)—Located at 

Elmendorf AFB, Alaska, JTF-AK’s mission is to, in 

coordination with other government agencies, deter, 

detect, prevent and defeat threats within the Alaska Joint 

Operations Area (AK JOA) in order to protect U.S. territory, 

citizens, and interests, and as directed, conduct Civil Support.

Joint Force Headquarters National Capital Region 

(JFHQ-NCR)—Located at Ft. McNair, Washington, D.C., 

JFHQ-NCR is responsible for land-based homeland 

defense, defense support of civil authorities (DSCA), and 

incident management in the National Capital Region. 

JFHQ-NCR is responsible for protecting the District of Columbia and 

neighboring counties and cities of Maryland and Virginia, including 

Loudon, Fairfax and Prince William Counties in Virginia. JFHQ-NCR 

draws together the existing resources of the Army, Navy, Air Force, 

Marine Corps, Coast Guard and NORAD into a single point 

headquarters for planning, coordination and execution of the mission in 

the National Capital Region.
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Task Forces that report to U.S. Army North

Joint Task Force Civil Support (JTF-CS)—Located at Ft. 

Monroe in Hampton, Virginia, JTF-CS plans and integrates 

DOD support to the designated Primary Agency for 

domestic chemical, biological, radiological, nuclear, or 

high-yield explosive (CBRNE) consequence management 

operations. When approved by the secretary of defense and directed 

by the commander of USNORTHCOM, JTF-CS deploys to the incident 

site and executes timely and effective command and control of 

designated DOD forces, providing support to civil authorities to save 

lives, prevent injury and provide temporary critical life support.

Joint Task Force North (JTF-N)—Located at Biggs Army 

Airfield, Ft. Bliss, Texas, JTF North, is the Department of

Defense (DOD) organization tasked to support our nation’s 

federal law enforcement agencies in the interdiction of 

suspected transnational threats within and along the 

approaches to the continental United States. As directed, JTF North 

employs military capabilities to support law enforcement agencies and 

supports interagency synchronization within the USNORTHCOM area 

of responsibility to deter and prevent transnational threats to the 

homeland. This mission aligns JTF North closely with USNORTHCOM, 

its higher headquarters. 

NORAD Regions

Alaskan NORAD Region (ANR)—The Alaskan NORAD 

Region (ANR) conducts airspace control within its area of 

operations and contributes to NORAD's aerospace 

warning mission. With its headquarters located at 

Elmendorf Air Force Base, Alaska, ANR provides an 

ongoing capability to detect, validate, and warn of any aircraft and/or 

cruise missile threat in its area of operations that could threaten North 

American security. ANR is supported by both active duty and Air 

National Guard units. Both 11th AF and the Canadian Forces provide 

active duty forces to the Alaskan Air and Space Operations Center. 

National Guard forces provide manning for the Alaskan Air Defense 

Sector to maintain continuous surveillance of Alaskan airspace with 

Alaskan Radar System long and short-range radars.

Canadian NORAD Region (CANR)—The Canadian 

NORAD Region (CANR) is headquartered with the 1 

Canadian Air Division in Winnipeg, Manitoba, CANR 
177

executes a variety of tasks to defend Canadian airspace, including 

identifying and tracking all aircraft entering Canadian airspace, 

exercising operational command and control of all air defense forces in 

CANR and operations in support of other government departments and 

agencies. The 1 Canadian Air Division is responsible for providing 

CANR with combat-ready air forces to meet Canada’s commitment to 

the defense of North America and maintain the sovereignty of North 

American airspace. CANR CF-18 Hornet fighter aircraft are on 

continuous alert to respond to any potential aerial threat to the safety of 

Canada and Canadians.

Continental NORAD Region (CONR)—The Continental 

NORAD Region (CONR) provides airspace surveillance 

and control and directs air sovereignty activities for the 

continental United States (CONUS). Co-located with 

Headquarters First Air Force at Tyndall Air Force Base, 

Florida, a Combined Air Operations Center coordinates CONR sector 

activities and executes the NORAD air sovereignty mission for the 

continental United States. CONR plans, conducts, controls, and 

coordinates all Air Force forces for the Commander of NORAD. The 

best of the US Air Force and Air National Guard fighter inventory, the 

F-15 Eagle, F-16 Fighting Falcon and F-22 Raptor, fly as CONR’s 

primary weapons systems. CONR is presently divided into two defense 

sectors: the Western Defense Sector, with its headquarters located at 

McChord Air Force Base, Washington; and the Eastern Defense 

Sector, with its headquarters located at Rome, New York. Within CONR 

is the National Capital Region (NCR) in the Washington DC area, 

which is protected by the NCR Integrated Air Defense System (NCR 

IADS) consisting of a system of radars, cameras, visual warning 

system, alert aircraft and Army air defense artillery assets.

References:

 www.norad.org

 www.northcom.mil

3.5.5 United States Pacific Command (USPACOM)

USPACOM was established as a unified command on January 1, 1947 

and is the oldest and largest of the U.S. Unified Commands. The 

Commander, U.S. Pacific Command (CDRUSPACOM) is the senior

U.S. military authority in the Pacific AOR. 
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Organization: CDRUSPACOM reports to the President of the United 

States through the SecDef and is supported by four component 

commands: U.S. Pacific Fleet (PACFLT), U.S. Pacific Air Forces 

(PACAF), U.S. Army Pacific (USARPAC), and U.S. Marine Forces 

Pacific (MARFORPAC). These commands are headquartered in 

Hawaii and have forces stationed and deployed throughout the region. 

Mission: USPACOM, together with other U.S. government agencies, 

protects and defends the United States, its territories, Allies, and 

interests; alongside Allies and partners, promotes regional security and 

deters aggression; and, if deterrence fails, is prepared to respond to 

the full spectrum of military contingencies to restore Asia-Pacific 

stability and security.

Method:

 Synchronize USPACOM actions across the U.S. government, 

associated CCMDs, regional Allies, and partners. 

 Through continual forward presence enabled by an adaptive 

regional military posture and enhanced by synergy with 

capable partners, maintain security of the regional commons. 

 Provide conventional and strategic military capabilities for 

extended deterrence of aggression against the United States, 

its territories, Allies, and interests. 

 Maintain ready forces and plan, train, and exercise to 

accomplish the full range of military contingencies. 

 In particular, concentrate on five Focus Areas: Allies and 

Partners, China, India, North Korea, and Transnational 

Threats. 
179 Pacific Air 

Forces Pacific Fleet

U.S. Pacific Command Structure

U.S. Army 

Pacific

Pacific Air 

Forces

Marine Corps 

Forces Pacific

U.S. Forces 

Japan

U.S. Forces 

Korea

Alaskan 

Command

Special Operations 

Command Pacific

Joint Interagency Task Force -

West

Joint POW/MIA Accounting 

Command

Asia Pacific Center for 

Security Studies

Center of Excellence for Disaster 

Management and Humanitarian Assistance

U.S. Pacific Command 

Figure 38: USPACOM Command Structure

Strategy: USPACOM focuses on the strategic level of leadership, 

engagement, planning, and war-fighting. Our strategic behavior is

shaped and informed by an analysis and assessment effort that seeks

to understand fully the complex and dynamic Asia-Pacific security 

environment by concentrating on the five Focus Areas. The 

USPACOM strategy is based on partnership, presence, and military 

readiness. This strategy flows from U.S. government policy and 

strategic guidance and shapes the USPACOM Theater Campaign Plan 

(TCP). 

Five Strategic Focus Areas

1. Strengthen and Advance Alliances and Partnerships 

 Strengthen existing Alliances and leverage them to shape 

the environment for building multilateral relationships and a 

more effective presence. 

 Enhance Alliances and partnerships to build capacity over 

the full spectrum of military activities. 

 Promote military professionalism and enhance 

interoperability among Allies and partners to build trust and 

increase multilateral effectiveness.

2. Mature the U.S.-China Military-to-Military Relationship

 Sustain a consistent military-to-military relationship to 

prevent miscommunication and miscalculation. 
180

 Pursue opportunities for increased military cooperation in 

areas of mutual interest. 

 Monitor China’s military modernization program and 

prepare accordingly. 

3. Develop the U.S.-India Strategic Partnership 

 Deepen military-to-military interaction and interoperability. 

 Encourage military-to-civilian relationships to counter 

common threats. 

 Support India’s evolution as a leading and stabilizing force 

in South Asia. 

4. Remain Prepared to Respond to Korean Peninsula 

Contingency 

 Leverage multilateral engagement to address North Korea 

challenges, ensure stability in Northeast Asia, and support 

international diplomatic efforts. 

 Anticipate the military implications of dynamic changes on 

the Korean Peninsula. 

 Stand with Allies to deter aggression, and if necessary, 

defeat aggression. 

5. Counter Transnational Threats 

 Work with Allies and partners to build capacity and share 

information to counter violent extremism, transnational 

crime, and proliferation of weapons of mass destruction. 

 Disrupt violent extremist organization networks and defeat 

the threats they pose. 

 Partner with other nations to counter the proliferation of 

weapons of mass destruction and associated technologies.

Posture: USPACOM military personnel number approximately 

250,000, or about one-fifth of total U.S. military strength. U.S. Navy 

and Marine forces are numerically the largest elements in the AOR. 

PACFLT includes five aircraft carrier strike groups and MARFORPAC 

possesses about two-thirds of U.S. Marine Corps combat strength. 

The entire U.S. Navy-Marine Corps team comprises more than 135,000 

personnel, 180 ships, and 1,400 aircraft. PACAF comprises 

approximately 39,000 airmen and 350 aircraft; and USARPAC has 

about 50,000 personnel, including four Stryker brigades. USPACOM 

also has more than 1,200 Special Operations Command, Pacific 

(SOCPAC) personnel. Finally, there are more than 13,000 U.S. Coast 

Guard personnel available to support U.S. military forces in the region.
181

Organizations embedded within USPACOM

Subordinate Unified Commands: 

 U.S. Forces Korea (USFK)

 U.S. Forces Japan (USFJ)

 Alaska Command (ALCOM)

 SOCPAC 

Service Component Commands:

 USARPAC

 MARFORPAC

 PACFLT

 PACAF

Direct Reporting Units (DRU):

 Center of Excellence in Disaster Management and 

Humanitarian Assistance (COE)

 Joint Intelligence Operations Center (JIOC)

 Joint POW/MIA Accounting Command (JPAC)

 Asia Pacific Center for Security Studies (APCSS)

Standing Joint Task Force: 

 Joint Interagency Task Force - West (JIATF-W)

USPACOM Service Component Commands

Pacific Air Forces (PACAF)—PACAF, headquartered at 

Joint Base Pearl Harbor/Hickam, Hawaii, is one of nine 

Major Commands (MAJCOMs) of the USAF and is the Air 

Component of USPACOM.

Mission: Provide ready air and space power to promote U.S. interests 

in the Asia-Pacific region during peacetime, through crisis and in war.

Area of Responsibility (AOR): Extends from the west coast of the 

United States to the east coast of Africa and from the Arctic to the 

Antarctic, more than 100 million square miles. The area is home to 

nearly two billion people who live in 44 countries. PACAF maintains a 

forward presence to help ensure stability in the region.

Personnel and Resources: There are approximately 50,000 military 

and civilian personnel, serving in nine major locations and numerous 
182

smaller facilities, primarily in Hawaii, Alaska, Japan, Guam and South 

Korea; approximately 300 fighter and attack aircraft are assigned to the 

command.

Organization: PACAF's major units are 5th Air Force (5 AF), Yokota 

Air Base, Japan; 7th Air Force (7 AF), Osan AB, South Korea; 11th Air 

Force (11 AF), Elmendorf Air Force Base, Alaska; and 13th Air Force 

(13 AF), Hickam AFB, Hawaii. Major units also include 3rd Wing, 

Elmendorf AFB; 8th Fighter Wing, Kunsan AB, South Korea; 15th Airlift 

Wing, Hickam AFB; 18th Wing, Kadena AB, Japan (Okinawa); 51st 

Fighter Wing, Osan AB, South Korea; 354th Fighter Wing, Eielson 

AFB, Alaska; 35th Fighter Wing, Misawa AB, Japan; 374th Airlift Wing, 

Yokota AB, Japan; and the 36th Wing, Andersen AFB, Guam.

U.S. Army Forces Pacific (USARPAC)—USARPAC as 

the Army Service Component Command (ASCC) to 

USPACOM, provides forces, commands assigned forces, 

and conducts full spectrum operations to deter aggression, 

advance regional security/cooperation, respond to crisis 

and fight to win. On order, USARPAC serves as a Combined/Joint 

Forces Land Component Command (C/JFLCC) or Combined Joint 

Task Force (C/JTF) headquarters.

 Commands most Army forces in the Asia-Pacific region with 

the exception of Korea. The command can trace its lineage to 

1910 and has continually evolved to meet mission 

requirements;

 Headquartered on Fort Shafter, Hawaii, with more than 5,000 

soldiers, civilians, contractors, and military families living and 

working on the 589-acre post. If USARPAC were a business, it 

would rank as one of the state's largest employers with more 

than 25,000 full-time soldiers and civilians employed 

throughout the Pacific and 9,000 more in the National Guard

and Army Reserve.

U.S. Marine Corps Forces Pacific (MARFORPAC)—

The Marine Corps has established two combatant 

command-level Service component commands: Marine 

Corps Forces, Atlantic (MARFORLANT) and 

MARFORPAC. MARFORPAC is composed of two 

Marine Air-Ground Task Forces (MAGTF) and the I and III Marine 

Expeditionary Forces (I MEF and III MEF). Each MEF comprises a 

Command Element (CE), a ground combat element (GCE) an Aviation 

Combat Element (ACE) and a Logistics Combat Element (LCE). 

MARFORPAC, headquartered at Camp H. M. Smith in Hawaii, is the 
183

largest field command in the U.S. Marine Corps. MARFORPAC 

commands all Marine Corps bases and stations on the west coast of 

the United States and throughout the Pacific. 

United States Pacific Fleet (USPACFLT)—USPACFLT

is the world’s largest fleet command and encompasses 

100 million square miles, more than half the Earth’s 

surface, from the West Coast of the United States to the 

eastern shore of Africa. The Pacific Fleet consists of 

approximately 180 ships, 1,500 aircraft and 125,000 sailors, marines

and civilians.

The USPACFLT staff reports administratively to the CNO and 

operationally to the USPACOM, whose headquarters are at nearby 

Camp H.M. Smith. Commands that fall directly under the Pacific Fleet 

include “type” commands for surface ships, submarines, and aircraft as 

well as Navy construction. Operational commands that report directly 

to the USPACFLT include Third Fleet in the Eastern Pacific and 

Seventh Fleet in the Western Pacific and Indian Ocean.

Pacific Fleet deploying forces generally follow a few standard 

configurations:

 Carrier Strike Groups (CSG): These groups are led by an 

aircraft carrier and include a carrier air-wing and a contingent of 

cruisers, destroyers, and an attack submarine to act as carrier 

escorts. When the escort ship contingent is designed to 

accommodate destroyers as well as cruisers, the group is 

referred to as a Cruiser-Destroyer (CRUDES) Group.

 Destroyer Squadrons (DESRON): DESRON, composed of 

destroyers, frigates, or a combination of both type ships, can 

operate independently or as part of a battle group or task force. 

When a DESRON deploys with a carrier and its escort ships, 

the combined force is called a CGS.

 Amphibious Groups: Ships designed to transport and 

support Marine Corps amphibious operations are grouped into 

amphibious groups. Typically three or four ships from an 

amphibious group will deploy together to form an Amphibious 

Ready Group (ARG). The ARG configuration will vary with 

each deployment, but the configuration will always provide the 

ARG commander the ability to launch and recover Marine 

helicopters and deploy landing craft, including the Landing 

Craft Air Cushioned (LCAC), the Navy's amphibious hovercraft. 

When an ARG is led by a flag officer, it will be known as an 

Expeditionary Strike Group (ESG).
184

 Combat Support Ships: These ships deploy alongside the 

combatant ships of the Pacific Fleet to provide logistics and 

replenishment support during the deployment. These ships 

include oilers, ordnance ships and other supply vessels.

 Naval Mobile Construction Battalions (NMCB): Pacific 

Naval Construction Force units deploy to Pacific and Atlantic 

Fleet forward logistics support bases in order to provide 

construction support to Navy, Marine Corps and other 

organizations. Seabees provide needed construction and 

repair to military operational and community support facilities, 

as well as disaster relief and construction training to U.S. 

communities and Pacific island nations.

USPACOM Direct Reporting Units

Asia Pacific Center for Security Studies (APCSS)—The 

APCSS is a U.S. Department of Defense academic institute 

that officially opened Sept. 4, 1995 in Honolulu, Hawaii. 

The APCSS addresses regional and global security issues, 

inviting military and civilian representatives of the United 

States and Asia-Pacific nations to its comprehensive program of 

executive education and conferences, both in Hawaii and throughout 

the Asia-Pacific region. 

The Center is a direct reporting unit to HQ USPACOM and supports the 

USPACOM objective of developing professional and personal ties 

among national security establishments throughout the region. The 

Center offers several academic courses available to the USPACOM 

Joint Staff and components to orient the staff to Asia-Pacific culture, 

politics, protocols, and challenges, while addressing U.S. interests in 

the region.

APCSS provides a focal point where USPACOM senior officers, 

national officials, decision makers and policy makers can gather to 

exchange ideas, explore pressing issues and achieve a greater 

understanding of the challenges that shape the security environment of 

the Asia-Pacific region.

Center for Excellence (COE) In Disaster Management 

and Humanitarian Assistance (DMHA)—A U.S. COE

directed to educate, train, research, and assist in disaster 

management and humanitarian assistance operations. 

Established in 1994 by the U.S. Congress as part of the 

DOD, the COE reports directly to the USPACOM and receives policy 
185

guidance from the Assistant SecDef for Global Security Affairs; its 

mission is to educate, train, conduct research, and assist in 

international disaster preparedness, disaster management, and 

disaster response.

Joint POW-MIA Accounting Command (JPAC)—the

mission of the JPAC is to achieve the fullest possible 

accounting of all Americans missing as a result of the 

nation's past conflicts. The highest priority of the 

organization is the return of any living Americans that 

remain prisoners of war. To date, the U.S. government has not found 

any evidence that there are still American Prisoners of War (POWs) in 

captivity from past U.S. conflicts. JPAC is located at Joint Base Pearl 

Harbor - Hickam, Hawaii and was activated on Oct. 1, 2003, created 

from the merger of the 30-year-old USARCENT Identification 

Laboratory, Hawaii, and the 11-year-old JTF—Full Accounting. 

Commanded by a flag or general officer, JPAC is manned by 

approximately 400 handpicked Soldiers, Sailors, Airmen, Marines, and 

Department of the Navy civilians. The laboratory portion of JPAC, 

referred to as the Central Identification Laboratory (CIL), is the largest 

forensic anthropology laboratory in the world.

JPAC also maintains three permanent overseas detachments, each 

commanded by a lieutenant colonel, to assist with command and 

control, logistics, and in-country support during investigation and 

recovery operations. They are Detachment One located in Bangkok, 

Thailand; Detachment Two in Hanoi, Vietnam; and Detachment Three 

in Vientiane, Laos. JPAC has a fourth detachment, Detachment Four, 

located at Camp Smith, Hawaii, responsible for recovery team 

personnel when they are not deployed.

Pacific Command Joint Intelligence Operations Center (JIOC-P)—

provides end-to-end, all source analysis and political developments in 

South Asia, Southeast Asia, Oceania, Northeast Asia and China, ISO 

USPACOM war-fighters (J3), planners (J5), and PACOM Command 

Leadership. JIOC-P personnel also work with J1, J4, J6 (Cyber), J7 

(exercise support), J8 (assessments) and J9 in staff supporting roles. 

JIOC-P supports each of the PACOM Strategic Focus Groups (SFG) 

and houses the China and India SFGs. Finally, JIOC-p maintains a 

close relationship with PACOM component (USARPAC, MARFORPAC, 

PACFLT, PACAF, SOCPAC) intelligence organizations and hosts a 

daily Morning Intelligence Brief (MIB) to Joint Staff and component 

intelligence organizations. The main JIOC-P facility is on the 

Makalapa, COMPACFLT compound.
186

Joint Interagency Task Force West (JIATF-W)—JIATF-West’s 

mission is to conduct activities to detect, disrupt, and dismantle drugrelated transnational threats in Asia and the Pacific by providing 

interagency intelligence fusion, supporting U.S. law enforcement, and 

developing partner nation capacity in order to protect U.S. security 

interests at home and abroad.

The JIATF West staff consists of approximately 82 uniformed and 

civilian members of all five Military Services as well as representatives 

from the national intelligence community and U.S. federal law 

enforcement agencies. Law enforcement representatives include the 

DEA, FBI, and ICE. 

3.5.6 United States Southern Command (USSOUTHCOM)

The United States Southern Command, located in Miami, Florida, is 

one of nine unified combatant commands in the Department of 

Defense. It is responsible for providing contingency planning, 

operations, and security cooperation for Central and South America, 

the Caribbean (except U.S. commonwealths, territories, and 

possessions), Cuba; as well as for the force protection of U.S. military 

resources at these locations. USSOUTHCOM is also responsible for 

ensuring the defense of the Panama Canal and canal area.

Vision: We are a joint and interagency organization supporting U.S. 

national security interests, and with our partners, fostering security, 

stability and prosperity in the Americas.

Mission: We are ready to conduct joint and combined full-spectrum 

military operations and support whole-of-government efforts to enhance 

regional security and cooperation.

Strategic Objectives:

 Defend the United States

 Foster Regional Security

 Be an Enduring Partner

Focus Areas:

 Countering Transnational Organized Crime (C-TOC)

 Humanitarian Assistance/Disaster Relief

 Peace Support Operations
187

Command Themes:

 Latin America, the Caribbean, and the U.S. share common 

interests and security concerns

 Transnational challenges require cooperative action with and 

among nations

 Security is the foundation for stable, prosperous and 

democratic institutions

 SOUTHCOM is committed to building and sustaining enduring 

relationships

 Illicit trafficking provides a possible nexus for transnational 

terrorism and the proliferation of weapons of mass destruction. 

This nexus presents a potentially serious threat to the U.S. and 

our partners.

Organization: Under the leadership of a four-star commander, 

USSOUTHCOM staff is organized into directorates, special staff, 

component commands and military groups that represent 

USSOUTHCOM in the region of Central America, South America & the 

Caribbean. USSOUTHCOM is a joint command comprised of more 

than 1,200 military and civilian personnel representing the Army, Navy, 

Air Force, Marine Corps, Coast Guard, and several other federal 

agencies.

The Services provide USSOUTHCOM with component commands 

which, along with the Joint Special Operations component, two Joint 

Task Forces, one Joint Interagency Task Force, and Security 

Assistance Offices, perform USSOUTHCOM missions and security 

cooperation activities.

USSOUTHCOM exercises its COCOM authority through the 

commanders of its components, Joint Task Forces/Joint Interagency 

Task Force, and Security Assistance Organizations.
188

Figure 39: USSOUTHCOM Command Relationships

USSOUTHCOM Components

U.S. Army South (ARSOUTH)—located at Fort Sam 

Houston, Texas, ARSOUTH forces include aviation, 

intelligence, communication, and logistics units. 

ARSOUTH supports regional disaster relief and 

counterdrug efforts. ARSOUTH also exercises oversight, 

planning, and logistical support for humanitarian and civic assistance 

projects throughout the region in support of the USSOUTHCOM 

Theater Security Cooperation Strategy. ARSOUTH provides Title X 

and support agent responsibilities throughout the Latin American and 

Caribbean region. 

U.S. Naval Forces Southern Command (NAVSO) and 

U.S. 4

th Fleet—located at Mayport Naval Base, Florida, 

COMUSNAVSO / COMFOURTHFLT supports U.S. 

Southern Command joint and combined full-spectrum 

military operations by providing principally sea-based, 

forward presence to ensure freedom of maneuver in the maritime 

domain, to foster and sustain cooperative relationships with 
189

international partners and to fully exploit the sea as maneuver space in 

order to enhance regional security and promote peace, stability, and 

prosperity in the Caribbean, Central and South American regions.

U.S. Southern Command Air Forces (AFSOUTH) and 

Twelfth Air Force—located at Davis-Monthan Air Force 

Base, Arizona, AFSOUTH consists of a staff; an Air and 

Space Operations Center for command and control of air 

activity in the USSOUTHCOM area and an Air Force 

operations group responsible for Air Force forces in the area. The 

Secretary of the Air Force, as the DOD Executive Agent for 

Counterdrug Forward Operating Locations, has delegated to 

AFSOUTH the authority and responsibility for maintaining and staffing 

the Counterdrug Forward Operating sites. AFSOUTH provides 

joint/combined radar surveillance architecture oversight; provides intratheater airlift; and supports USSOUTHCOM’s Theater Security 

Cooperation Strategy through regional disaster relief exercises and 

counterdrug operations. AFSOUTH also provides oversight, planning, 

execution, and logistical support for humanitarian and civic assistance 

projects and hosts a number of Airmen-to-Airmen conferences.

U.S. Marine Corps Forces South 

(USMARFORSOUTH)—Located in Miami, Florida, 

USMARFORSOUTH commands all United States Marine 

Corps Forces (MARFORs) assigned to USSOUTHCOM; 

advises USSOUTHCOM on the proper employment and 

support of MARFORs; conducts deployment/redeployment planning 

and execution of assigned/attached MARFORs; and accomplishes 

other operational missions as assigned.

Special Operations Command South (SOCSOUTH)—

Located at Homestead Air Reserve Base near Miami, 

Florida, USSOCSOUTH provides the primary theater 

contingency response force and plans, prepares for, and 

conducts special operations in support of USSOUTHCOM. 

USSOCSOUTH controls all Special Operations Forces in the region 

and also establishes and operates a Joint Special Operations Task 

Force when required.

Joint Interagency Task Force South (JIATF-South)—

Located in Key West, Florida, JIATF South is an 

interagency task force that serves as the catalyst for 

integrated and synchronized interagency counterdrug

operations and is responsible for the detection and 
190

monitoring of suspect air and maritime drug activity in the Caribbean 

Sea, Gulf of Mexico, and the eastern Pacific. JIATF-South also collects, 

processes, and disseminates counterdrug information for interagency 

operations.

Joint Task Force Bravo (JTF-Bravo)—Located at Soto 

Cano Air Base, Honduras, JTF-Bravo operates a forward, 

all-weather day/night C-5-capable airbase. JTF-Bravo 

organizes multilateral exercises and supports, in 

cooperation with our partner nations, humanitarian and 

civic assistance, counterdrug, contingency and disaster relief 

operations in Central America.

Joint Task Force Guantanamo Bay (JTF-GTMO)—

Located at U.S. Naval Station Guantanamo Bay, Cuba, 

JTF-Guantanamo conducts detention and interrogation 

operations in support of the War on Terrorism, coordinates 

and implements detainee screening operations, and 

supports law enforcement and war crimes investigations as well as 

Military Commissions for Detained Enemy Combatants. JTFGuantanamo is also prepared to support mass migration operations at 

Naval Station GTMO.

Direct Reporting Unit

Center for Hemispheric Defense Studies (CHDS)—

located in Washington D.C.; provides education, and 

conducts outreach, research, and knowledge-sharing 

activities on defense and international security policymaking with military and civilian leaders of the Western 

Hemisphere.
191

Headquarters Organizational Structure

Figure 40: USSOUTHCOM Internal Organization

COS (Office of the Chief of Staff)—The Office of the Chief of Staff 

coordinates, synchronizes, and enables the activities and strategic 

communication efforts of the enterprise in order to achieve the 

command’s vision and objectives.

CDC/POLAD (Civilian Deputy to the Commander & Foreign Policy 

Advisor)—The Civilian Deputy to the Commander (CDC) is the principal 

Foreign Policy Advisor (POLAD) to the Commander, and advises on 

U.S. Foreign Policy issues relating to national security. The CDC also 

serves as the primary liaison with the Department of State and all the 

U.S. Missions in the region. 

CAG (Commander’s Action Group)—Provides focused action, 

correspondence, and messaging support for the combatant 

commander. The CAG also identifies, develops, and articulates ideas, 

special requirements and initiatives of interest to the combatant 

commander for command process and mission execution 

improvement. 
192

J1 (Manpower & Personnel)—Responsible for oversight of manpower, 

personnel, administration, and reserve functions for United States 

Southern Command affecting over 2,000 personnel at HQ 

SOUTHCOM, Special Operations Command South, Joint Task Force 

Guantanamo, Joint Interagency Task Force South, and security 

cooperation offices in 32 countries throughout the Caribbean, Central 

and South America.

J2 (Intelligence, Surveillance and Reconnaissance)—Execute allsource, multi-discipline intelligence operations, fully synchronized and 

integrated with theater, component, national, interagency, and partner 

nation organizations. Fully inform and enhance senior leader decisionmaking and enable theater and regional campaign plans and 

operations to shape the environment and conduct ISR operations in 

support of the Commander ́s Priorities.

J3 (Operations)—Shapes the environment within the AOR in support of 

the combatant commander by conducting theater engagement, 

Counter-Narco Terrorism (CNT) activities, humanitarian assistance, 

and disaster relief in order to promote democracy, stability, and 

collective approaches to regional security. When required, responds 

unilaterally or multilaterally to crises that threaten regional stability or 

national interest, and prepares to meet future hemispheric challenges.

J4 (Logistics)—Provide strategic logistics, medical and engineering 

capabilities in support of the combatant command ́s mission 

requirements, through innovative partnership with DOD, interagency, 

and the public sector. Key capabilities include: Supply Operations, 

Maintenance Operations, Distribution and Deployment, Logistics 

Services, and Operational Contract Support.

J5 (Strategy, Policy & Plans)—The Strategy, Policy, and Plans 

Directorate provides input into and translates national-level strategies, 

policies and plans into strategic-operational level long-range guidance. 

Develops concepts and ideas into staff and component actionable 

issues in support of the command’s objectives. Develops initiatives for 

building partner nations’ and U.S. capabilities and capacities in the air, 

space, land, sea, and cyber domains. Provides overarching nationallevel inputs to subject-matter specific policies owned by other 

USSOUTHCOM directorates.

Leads the overarching Campaign and Strategic Planning Process. 

Integrates interagency and command efforts toward the attainment of 

the command ́s vision, goals, and objectives. Develops 
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comprehensive plans to shape the environment within the AOR in 

support of the combatant commander to conduct theater engagement 

activities in order to promote democracy, stability, and collective 

approaches to regional security. 

Provides subject matter expertise and country insight on all military and 

political aspects for the region. Provides command, Joint Staff, 

Congressional, Ambassadorial, Service and Component Staffs with 

tailored, coordinated products on partner-nation issues.

J6 (Communication Systems Dominance)—Provides C4I architecture, 

governance, portfolio management, information technology investment 

strategy, and operational capabilities to enable joint coalition and 

interagency information dominance.

J7 (Theater Engagement)—Executes theater engagement operations 

and activities that build partner nation capacity for maintaining 

democracy, enhancing stability, and establishing collective approaches 

to regional security.

J8 (Resources & Assessments)—Manages and advocates for 

resources to achieve enterprise strategic goals by executing the 

following functions: 

 Program Management Services 

 Planning, Programming, Budgeting and Execution System 

(PPBES) Activities 

 Operational, Strategic and Programmatic Assessments 

 Acquisition and Contracting Services 

 Provide MS& A support for contingency plan analysis, complex 

decision-making, and the Command exercise program

J9 (Partnering)—Fosters “whole-of-government” solutions for 21st 

century challenges by integrating the U.S. Government, private sector, 

and public-private organizations into the shared mission of ensuring 

security, enhancing stability, and enabling prosperity.

3.5.7 United States Special Operations Command (USSOCOM)

DOD activated USSOCOM April 16, 1987, at MacDill Air Force Base, 

Florida. DOD created the new unified command in response to 

congressional action in the Goldwater-Nichols Defense Reorganization 

Act of 1986 and the Nunn-Cohen Amendment to the National Defense 

Authorization Act of 1987. Congress mandated a new four-star 

command be activated to prepare SOF to carry out assigned missions 
194

and, if directed by the president or SecDef, to plan for and conduct 

special operations. 

Figure 41: USSOCOM Headquarters

Mission: Provide fully capable Special Operations Forces to defend 

the United States and its interests. Plan and synchronize operations 

against terrorist networks.
195

Missions Collateral Activities

 Unconventional Warfare (UW)

 Foreign Internal Defense (FID)

 Military Information Support Operations 

(MISO)

 Civil Affairs (CA)

 Information Operations (IO)

 Direct Action (DA)

 Special Reconnaissance (SR)

 Combatting Terrorism (CBT)

 Counterproliferation (CP) of Weapons of 

Mass Destruction (WMD)

 Coalition Support

 Combat Search and 

Rescue (CSAR)

 Counterdrug (CD) 

Activities

 Humanitarian Assistance 

(HA)

 Security Assistance (SA)

 Special Activities

Figure 42: USSOCOM Missions and Collateral Activities

To enable USSOCOM to carry out its mission, Congress gave the new 

command specific Title 10 authorities and responsibilities:

 Develop special operations strategy, doctrine and tactics;

 Prepare and submit budget proposals for SOF;

 Exercise authority, direction and control over special operations 

expenditures;

 Train assigned forces;

 Conduct specialized courses of instruction;

 Validate requirements;

 Establish requirement priorities;

 Ensure interoperability of equipment and forces;

 Formulate and submit intelligence support requirements;

 Monitor Special Operations officers’ promotions, assignments, 

retention, training and professional military education;

 Ensure SOF’s combat readiness;

 Monitor SOF’s preparedness to carry out assigned missions;

 Develop and acquire special operations peculiar equipment, 

materiel, supplies and services

In addition to the Service-like authorities of developing training and 

monitoring readiness, some of the authorities Congress gave 

USSOCOM are unique responsibilities for a unified command. 

USSOCOM is not dependent on the Army, Navy, Marine Corps or Air 

Force for its budget or to develop and buy new equipment, supplies or 

services for the command. USSOCOM has its own budgetary 

authorities and responsibilities through a specific Major Force Program
196

(MFP-11) in DOD’s budget. Additionally, USSOCOM has its own 

acquisition authorities, so it can develop and buy special operationspeculiar equipment, supplies or services.

Before the Sept. 11, 2001, terrorist attacks on the United States, 

USSOCOM’s primary focus was on its supporting command mission of 

organizing, training, and equipping SOF and providing those forces to 

support the geographic combatant commanders and U.S.

ambassadors and their country teams. The president further expanded 

USSOCOM’s responsibilities in the 2004 Unified Command Plan. The 

UCP assigned USSOCOM responsibility for synchronizing DOD plans 

against global terrorist networks and, as directed, conducting global 

operations. USSOCOM receives, reviews, coordinates, and prioritizes 

all DOD plans supporting the global campaign against terror and then 

makes recommendations to the Joint Staff regarding force and 

resource allocations to meet global requirements.

Vision: Special Operations Forces must be highly trained, properly 

equipped, and deployed to the right place at the right time for the right 

missions. Commanders and staffs must capably plan and lead the full 

range of lethal and non-lethal special operations missions in complex, 

ambiguous environments. Personnel will be professional, 

diplomatically and culturally astute, responsive, and innovative. As key 

members of Joint, Interagency, and International teams, SOF will 

employ all assigned authorities and apply all available elements of 

power to accomplish assigned missions.

SOF Core Activities

 Direct Action: Short-duration strikes and other small-scale 

offensive actions taken to seize, destroy, capture or recover in 

denied areas.

 Special Reconnaissance: Acquiring information concerning 

the capabilities, intentions, and activities of an enemy.

 Unconventional Warfare: Operations conducted by, through 

and with surrogate forces that are organized, trained, 

equipped, supported and directed by external forces.

 Foreign Internal Defense: Providing training and other 

assistance to foreign governments and their militaries to enable 

the foreign government to provide for its country’s national 

security.

 Civil Affairs Operations: Activities that establish, maintain, or 

influence relations between U.S. forces and foreign civil 
197

authorities and civilian populations to facilitate U.S. military 

operations.

 Counterterrorism: Measures taken to prevent, deter and 

respond to terrorism.

 Military Information Support Operations: Operations that 

provide truthful information to foreign audiences that influence 

behavior in support of U.S. military operations.

 Information Operations: Operations designed to achieve 

information superiority by adversely affecting enemy 

information and systems while protecting U.S. information and 

systems.

 Counter Proliferation of Weapons of Mass Destruction: 

Actions taken to locate, seize, destroy or capture, recover, and 

render such weapons safe.

 Security Force Assistance: Unified action by joint, 

interagency, intergovernmental, and multinational community to 

sustain and assist host nation or regional security forces in 

support of a legitimate authority.

 Counterinsurgency Operations: Those military, paramilitary, 

political, economic, psychological, and civic actions taken by a 

government to defeat insurgency.

 Activities Specified by the president or SecDef
198

Figure 43: USSOCOM Command Relationships

USSOCOM and its Major Component Organizations

USSOCOM has approximately 61,000 active duty, Reserve and 

National Guard Soldiers, Sailors, Airmen, Marines, and DOD civilians 

assigned to the headquarters, its four components and one sub-unified 

command. USSOCOM’s components are U.S. Army Special 

Operations Command (USASOC), Naval Special Warfare Command

(NAVSPECWARCOM), Air Force Special Operations Command 

(AFSOC) and Marine Corps Forces Special Operations Command

(MARSOC). The Joint Special Operations Command (JSOC) is a 

USSOCOM sub-unified command.
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Figure 44: USSOCOM Component Organizations

Subordinated Commands

 Air Force Special Operations Command (AFSOC)—located at 

Hurlburt Field, Florida., and established May 22, 1990; the air 

component to USSOCOM and responsible for the readiness of 

active duty, Air Force Reserve and Air National Guard SOF for 

worldwide deployment. AFSOC is comprised of highly-trained, 

rapidly-deployable Airmen, equipped with highly-specialized, fixedwing aircraft. AFSOC’s aerospace warriors deliver the nation’s 

specialized airpower to provide SOF mobility, specialized 

intelligence support, forward presence and engagement with 

coalition partners. AFSOC Forces’ missions include close air 

support/precision firepower, infiltration, exfiltration, resupply, aerial 

refueling, air/ground interface (Battlefield Airmen), aviation foreign 

internal defense, intelligence support to special operations 

(including unmanned aerial surveillance), and airborne radio and 

television broadcast for psychological operations.

o Special Tactics, AFSOC’s Battlefield Airmen, is comprised of 

combat control, pararescue and special operations weather, 

and tactical air control party personnel capable of providing 

terminal guidance for weapons, control of assault zone aircraft, 

fire support, mission planning, medical, and weather support. 
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Special Tactics Teams frequently operate with Navy SEALs, 

Army Rangers, and Special Forces in direct action, airfield 

seizure, and personnel recovery missions in hostile territory.

o The Air Force Special Operations Training Center is a 

primary support unit of AFSOC. The training center mission is 

to recruit, assess, select, and conduct AFSOC-specific training, 

including aircrew qualification, special tactics, Combat Aviation 

Advisor, and courses conducted at the Air Force Special 

Operations School. The 19th Special Operations Squadron is 

an advanced weapons instruction and mission rehearsal unit 

and is AFSOC’s formal school for AC-130H, AC-130U, MC130E, U-28 and Combat Aviation Advisors. The squadron 

teaches more than 1,100 classes in 70 distinct syllabi of 

instruction for initial mission qualification, instructor upgrade 

and continuation refresher training. The Special Tactics 

Training Squadron conducts advanced skills training for 

combat controllers, pararescuemen, and special tactics officers 

before they depart for operational special tactics squadrons. 

The STTS mission will expand to train special operations 

weather Airmen, AFSOC’s Deployed Aircraft Ground Response 

Element, integrated combat skills for Combat Aviation 

Advisors, and will integrate Tactical Air Control Party Airmen 

into the third phase of the special tactics advanced skills 

training curriculum. The Air Force Special Operations School 

offers focused education in irregular warfare, regional studies 

and cultural awareness, Special Operations Forces

professional development to educate Air Commandos, the 

special operations community, services, and other U.S.

government agencies. A total force integration effort, the 

AFSOTC brings together the strengths of active duty, Reserve, 

Air National Guard, DOD civilians, and contract personnel to 

form an integrated education team dedicated to training new 

Air Commandos and building warrior ethos to navigate 

uncertain times ahead.

o Combat Aviation Advisors of the 6th Special Operations 

Squadron (SOS) help U.S. global partners to wield airpower. 

These Air Commandos are culturally savvy, linguisticallytrained, and politically-astute Airmen, hand selected for their 

skill, maturity, and professionalism to advise foreign forces in 

rotary and fixed-wing combat aviation, maintenance, base 

support, security, and tactics. They execute the aviation 

foreign internal defense mission and train foreign units in 

specialized and unconventional tactics. The 6th SOS is the 

only combat aviation advisory unit in the DOD. Every day, the 
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6th SOS has Air Commandos deployed to any given theater of 

the globe and who maintain instructor qualifications on 

numerous foreign-made aircraft.

o Combat Controllers are Special Operators and certified air 

traffic controllers who are an integral part of the Air Force 

Battlefield Airmen team. Their motto, “First There,” indicates 

the Combat Control Team (CCT) commitment to be the first 

deployed into restricted environments by air, land, or sea to 

establish assault zones. The assault zone is a drop zone for 

parachute operations, a landing zone for fixed wing or 

helicopter operations, or an extraction zone for low altitude resupply. They set up navigational aid equipment anywhere in 

the world to guide aircraft for landing on makeshift runways 

without the benefit of a tower or large communications system. 

CCT also control air attacks from all military services aircraft. 

In addition, CCT are qualified in demolition to clear hazards 

and obstructions from runways and landing zones and provide 

vital command and control, intelligence gathering, surveying 

capabilities, limited weather observations.

o Pararescuemen (PJs) are the only DOD specialty specifically 

trained and equipped to conduct conventional and 

unconventional recovery operations. A PJ’s primary function is 

as a personnel recovery specialist, with emergency trauma 

medical capabilities in humanitarian and combat environments. 

They deploy in any available manner, from any available 

platform, to include air-land-sea tactics, into restricted 

environments to contact, authenticate, extract, treat, stabilize 

and evacuate injured personnel, while acting in an enemyevading, recovery role. PJs participate in combat search and 

rescue, peacetime search and rescue, and protection of the 

president of the United States, and conduct other operations at 

the commander’s direction. Their motto, “That Others May 

Live,” reaffirms the PJs’ commitment to saving lives and selfsacrifice.

o Special Operations Weathermen are trained meteorologists 

with forward ground combat capabilities. They interpret 

weather data and provide intelligence from deployed locations. 

Working with Special Operations teams, they collect localized 

weather intelligence, assist mission planning, generate 

accurate, and mission-tailored target and route forecasts in 

support of global special operations, conduct special weather 

reconnaissance, and train foreign national forces. The 10th 

Combat Weather Squadron motto, “Coela Bellatores” or 

“Weather Warriors,” confirms the commitment to deploy into 
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restricted environments by air, land or sea to observe and 

analyze all weather data from “mud to sun.”

 U.S. Army Special Operations Command (USASOC): was 

established Dec. 1, 1989, by the Department of the Army at Fort 

Bragg, North Carolina, as an Army Service Component Command 

to enhance the readiness of SOF. USASOC is home to the elite 

fighting forces who conduct operations across the full spectrum of 

warfare, including unconventional warfare, counter proliferation, 

direct action, psychological operations, special reconnaissance, 

civil affairs, foreign internal defense, and information operations. 

USASOC commands and controls two component subordinate 

commands, and four component subordinate units, which in turn 

train and maintain forces for deployment by USSOCOM to 

combatant command theaters worldwide. USASOC’s two 

component subordinate commands are U.S. Army Special Forces 

Command (Airborne), and the U.S. Army John F. Kennedy Special 

Warfare Center and School, both headquartered at Fort Bragg. 

The component subordinate units include the Sustainment Brigade 

(Special Operations) (Airborne) at Fort Bragg; 75th Ranger 

Regiment, headquartered at Fort Benning, Georgia; 160th Special 

Operations Aviation Regiment (Airborne) at Fort Campbell, 

Kentucky; 95th Civil Affairs Brigade (Airborne) at Fort Bragg; and 

4th Military Information Support Group (MISO) (Airborne) at Fort 

Bragg. The command also provides oversight of Army National 

Guard Special Forces’ readiness, organization, training and 

employment in coordination with the National Guard Bureau and 

state adjutants general. 

o Special Forces—plan, prepare for, and when directed, deploy 

to conduct unconventional warfare, foreign internal defense, 

special reconnaissance and direct actions in support of U.S.

national policy objectives within designated areas of 

responsibility. The units continually train to conduct 

unconventional warfare in any of its forms—guerrilla warfare, 

subversion and sabotage. The Soldiers are also trained in 

direct-action operations and special reconnaissance. 

Approximately 1,400 Soldiers are assigned to each group. The 

12-man “A” Team is the key operating element of the Special 

Forces group.

o Rangers—the masters of special light infantry operations. 

These include attacks to temporarily seize and secure key 

objectives and other light infantry operations requiring unique 

capabilities. Like their Special Forces counterparts, Rangers 

can infiltrate into an area by land, sea or air.
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o The 160th Special Operations Aviation Regiment 

(Airborne)—a unique unit which provides support to Special 

Operations Forces on a worldwide basis with three types of 

modified helicopters. The capabilities of the aviation units 

include inserting, resupplying and extracting U.S. and Allied 

SOF personnel. They also assist in SOF search and rescue, 

and escape and evasion activities. In addition to general 

aviation support to SOF, these units provide airborne command 

and control, and fire support.

o Military Information Support Operations (MISO)—

disseminates truthful information to foreign audiences in 

support of U.S. goals and objectives. MISO units accomplish 

their mission by disseminating messages in the form of leaflets, 

posters, broadcasts, and audiovisual tapes.

o Civil Affairs (CA) units—designed to prevent civilian 

interference with tactical operations, to assist commanders in 

discharging their responsibilities toward the civilian population 

and to provide liaison with civilian government agencies.

o Sustainment Brigade, Special Operations (Airborne)

(SBSO(A))——activated Dec. 2, 2005, as part of the overall 

Army Special Operations Forces logistics transformation. 

SBSO(A) provides combat service support and combat health 

support to Army SOF in the full spectrum of conflict.

o The U.S. Army John F. Kennedy Special Warfare Center 

and School—USASOC’s special operations university; 

responsible for special operations training, leader development, 

doctrine, and proponent for personnel for Special Forces, CA,

and MISO. The Center and School’s training group conducts 

the complete spectrum of special operations training. The 

Group’s1st Battalion conducts four of the six phases of training 

in the Special Forces training pipeline:

 Phase I: three-week Special Forces Assessment and 

Selection course;

 Phase II: small Unit Tactics training;

 Phase IV: unconventional warfare exercise known as 

“Robin Sage.”

 Phase VI: the Survival, Escape, Resistance and Evasion 

course.

The 2nd Battalion teaches advanced Special Operations skills 

in weapons training; military free fall and combat diving. They 

also teach all Special Forces Warrant Officer courses and the 

18F Military Occupational Skills course, or Special Forces 

Intelligence Sergeant’s course. The 3rd Battalion conducts 
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Phase V of the Special Forces training pipeline—language 

training. Additionally, 3rd Battalion is responsible for all civil 

affairs and MISO training and conducts an extensive regional 

studies program. The 4th Battalion conducts Phase III of the 

SF training pipeline including the Weapons, Engineer, 

Communications, and Medical Sergeant’s courses and the 

Officer Qualification course.

The Support Battalion, consisting of 29 different combat service 

support MOSs allows the training battalions to focus on quality 

training by providing the logistical, administrative, 

transportation, and facility management support to the Center 

and School. The Joint Special Operations Medical Training 

Center is responsible for all U.S. Military Special Operations 

Forces’ combat medical training including Army Rangers and 

Navy SEALS. The Noncommissioned Officer Academy 

prepares enlisted Soldiers for leadership positions in all Army 

Special Operations Forces including Special Forces, Civil 

Affairs, and MISO. Soldiers receive training in leadership skills, 

military studies, resource management, effective 

communication, operations and intelligence, unconventional 

warfare, operational planning, military information support 

operations and advanced military occupational skills. The 

Center and School conducts more than 100 different courses 

and trains over 14,000 students annually. Since 1963, the 

John F. Kennedy Special Warfare Center and School has 

trained Special Operations Forces.

o The 75th Ranger Regiment is a lethal, agile, and flexible 

force, capable of conducting direct-action raids, and forced 

entry operations across the entire spectrum of combat. The 

Regiment sustains deployed forces conducting combat 

operations in Iraq and Afghanistan. It is also transforming to 

meet future operational requirements, without sacrificing 

mission success. Each of the three geographically dispersed 

Ranger battalions can deploy anywhere in the world for nonotice missions. Their capabilities include direct-action raids, 

seizing key terrain such as airfields, and destroying strategic 

facilities. Rangers are capable of conducting squad-through 

regimental-size operations using a variety of infiltration 

techniques including airborne, air assault and ground 

platforms. The Regiment has an intensive screening and 

selection process. Rangers are resourced to maintain 

exceptional proficiency, experience and readiness. Their 

training encompasses arctic, jungle, desert and mountain 
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operations, as well as amphibious instruction. Training and 

executing missions at night and during adverse weather 

demonstrates their motto, “Rangers lead the way.” 

o U.S. Army Special Forces Command (Airborne)

(USASFC(A))—The Army 1st Special Operations Command 

was redesignated the U.S. Army Special Forces Command 

(Airborne) Nov. 27, 1990. The mission of USASFC(A) is to 

organize, equip, train, validate and prepare Special Forces 

units to deploy and execute operational requirements for the 

U.S. military’s warfighting geographical combatant 

commanders throughout the world.

Within USASFC(A), there are five active component groups 

and two U.S. Army National Guard groups. Each group has 

three line battalions, a group support battalion, and a 

headquarters company. The companies within the line 

battalions have six Operational Detachment Alphas (ODAs), or 

A-teams, assigned to them. The ODA is the heart and soul of 

SF operations. Unlike any other divisional-sized unit, 

USASFC(A) components are not located in one place, but 

spread out from coast-to-coast and throughout the world. Each 

Special Forces Group is regionally oriented to support one of 

the warfighting GCCs. Special Forces Soldiers routinely 

deploy in support of the GCCs of USEUCOM, USPACOM, 

USSOUTHCOM, USCENTCOM, and USAFRICOM. Special 

Forces units perform seven doctrinal missions: unconventional 

warfare, foreign internal defense, special reconnaissance, 

direct action, combatting terrorism, counter proliferation, and 

information operations. These missions make Special Forces 

unique in the U.S. military because they are employed 

throughout the three stages of the operational continuum: 

peacetime, conflict and war. Special Forces Command’s 

unconventional warfare capabilities provide a viable military 

option for a variety of operational taskings that are 

inappropriate or infeasible for conventional forces, making it the 

U.S. military’s premier unconventional warfare force.

Foreign internal defense operations, SF’s main peacetime 

mission, are designed to help friendly developing nations by 

working with their military and police forces to improve their 

technical skills, understanding of human rights issues, and to 

help with humanitarian and civic action projects. SF units are 

often required to perform additional, or collateral, activities 

outside their primary missions. These collateral activities are 
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coalition warfare/support, combat search and rescue, security 

assistance, peacekeeping, humanitarian assistance, 

humanitarian de-mining, and counterdrug operations. On an 

everyday basis, Soldiers of the U.S. Army Special Forces 

Command (Airborne) are deployed around the world, living up 

to their motto—“De Oppresso Liber” or “To Free the 

Oppressed.”

o 4th Military Information Support Group—a vital part of the 

broad range of U.S. political, military, economic and ideological 

activities used by the U.S. government to secure national 

objectives. MISO units develop, produce and disseminate 

information to foreign audiences in support of U.S. policies and 

national objectives. Used during peacetime, contingency 

operations and declared war, these activities are not a form of 

force, but are force multipliers that use nonviolent means in 

often violent environments. Persuading rather than compelling 

physically, they rely on logic, fear, desire or other motivational 

factors to promote specific emotions, attitudes or behaviors. 

The ultimate objective of U.S. military MISO is to influence 

target audiences to take action favorable to the policies of the 

United States and its allies.

o Sustainment Brigade (Special Operations) (Airborne) 

(SBSO(A))—activated Dec. 2, 2005, as part of the overall Army 

Special Operations Forces logistics transformation. SBSO(A) 

provides combat service support and combat health support to 

Army SOF in the full spectrum of conflict. It also plans, 

coordinates and provides operational and tactical 

communications for Joint Special Operations Task Force

commanders with the 112th Special Operations Signal 

Battalion (Airborne), the Brigade Troops Battalion, the Army 

SOF Support Cell, two Medical Level II teams, and five Special 

Operation Liaison Elements.

o 95th Civil Affairs Brigade—Civil Affairs units support military 

commanders by working with civil authorities and civilian 

populations in the commander’s area of operations during 

peacetime, contingency operations and war. Civil Affairs 

specialists identify critical requirements needed by local 

citizens in war or disaster situations. They also locate civilian 

resources to support military operations, help minimize civilian 

interference with operations, support national assistance 

activities, plan and execute noncombatant evacuation, support 

counterdrug operations and establish and maintain liaison with 

civilian aid agencies and other nongovernmental organizations. 

In support of Special Operations, these culturally oriented, 
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linguistically capable soldiers may also be tasked to provide 

functional expertise for foreign internal defense operations, 

unconventional warfare operations and direct action missions. 

The functional structure of Civil Affairs Forces and their 

expertise, training and orientation provide a capability for 

emergency coordination and administration where politicaleconomic structures have been incapacitated.

o The 160th Special Operations Aviation Regiment (Airborne)

(SOAR(A)) began as an emergency deployment from Fort 

Campbell, Kentucky, in 1980 evolving into a highly specialized 

SOF rotary wing aviation capability today. The 160th SOAR is 

the USASOC’s special operations aviation unit specifically 

manned, equipped and trained to provide precision aviation 

support to SOF worldwide under any operational and threat 

environment. To accomplish its mission, the 160th SOAR 

employs a unique combination of sophisticated, highly modified 

and combat proven aircraft, (MH-60/MH-47/MH-6/AH-6). 

These aircraft, coupled with the regiment’s stringently selected 

and highly trained aircrews, provide SOF with an everexpanding array of reliable aviation capabilities. This includes 

precision rotary wing operations; long-range 

infiltrations/exfiltration, performing in adverse weather and all 

terrain/environmental conditions. The regiment can also 

conduct long-range precision attack and close air support for 

ground SOF and personnel recovery.

 Naval Special Warfare Command (NAVSPECWARCOM)—the 

maritime component of USSOCOM. Established at Naval 

Amphibious Base, Coronado, California in April 1987, 

NAVSPECWARCOM’s mission is to organize, train, man, equip, 

educate, sustain, maintain combat readiness, and deploy Naval 

Special Warfare Forces to accomplish Special Operations missions 

worldwide. NSW Forces operate independently or in conjunction 

with other SOF, allied units, and coalition forces. A tactical force 

with strategic impact, NSW mission areas include special 

reconnaissance, direct action, unconventional warfare, combating 

terrorism, foreign internal defense, information warfare, security 

assistance, counterdrug operations, personnel recovery, and 

hydrographic reconnaissance. NSW core training is focused on 

strategic reconnaissance and direct action—critical skills needed to 

combat current and future terrorists’ threats. 

o Naval Special Warfare Groups are major commands that train, 

equip and deploy components of NSW squadrons to meet the 

exercise, contingency and wartime requirements of geographic 

combatant commanders, Theater Special Operations 
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Commands, and numbered fleets located around the world. 

Two logistical support units are responsible for equipping the 

teams, and two detachments assume responsibility for 

individual, unit and squadron level training. This allows NSW 

Operators to maintain a strong operational focus. Naval 

Special Warfare Combat Service Support Teams provide full 

spectrum logistics support to SEAL Teams, Special Boat 

Teams, and NSW Task Groups/Task Units. Tasking for each 

Combat Service Support Team (CSST) includes crisis-action 

and logistics planning and coordination; in-theater contracting, 

small purchase, and leasing actions; and comprehensive 

forward operating base support.

 Naval Special Warfare Center (NSWC)—provides basic 

and advanced instruction and training in maritime Special 

Operations to U.S. military and government personnel and 

members of select foreign armed forces. NSWC is 

responsible for the oversight of all courses that lead to 

individual SEAL and Special Warfare Combatant-craft 

Crewmen qualifications or certifications. 

 Naval Special Warfare Development Group (NSWDG)—

located at Naval Amphibious Base, Little Creek, Virginia; 

manages the test, evaluation and development of 

technology applicable to Naval Special Warfare forces. 

The command also develops maritime ground and airborne 

tactics for NSW and DOD-wide application.

o The SEAL Teams—the heart of the NSW force, a 

multipurpose combat force organized and trained to conduct a 

variety of special operations missions in all environments; 

SEALs conduct clandestine missions infiltrating their objective 

areas by fixed- and rotary-wing aircraft, Navy surface ships, 

combatant craft, submarines and ground mobility vehicles. 

 Special Boat Teams (SBT)—manned by Special Warfare 

Combatant-craft Crewmen (SWCC) who operate and 

maintain state-of-the-art surface craft to conduct coastal 

patrol and interdiction and support special operations 

missions. Focusing on infiltration and exfiltration of SEALs 

and other SOF, SWCCs provide dedicated rapid mobility in 

shallow water areas where larger ships cannot operate. 

They also bring to the table a unique SOF capability: 

Maritime Combatant Craft Aerial Delivery System—the 

ability to deliver combat craft via parachute drop.

 SEAL Delivery Vehicle (SDV) Teams (SDVTs)—specially 

trained SEALs and support personnel who conduct 

undersea operations from SDVs, Dry Deck Shelters (DDS), 
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and the Advanced SEAL Delivery System (ASDS). DDS 

deliver SDVs and specially trained forces from modified 

submarines. When teamed with their host submarines, the 

ASDS and SDV platforms provide the most clandestine 

maritime delivery capability in the world.

 Marine Corps Forces Special Operations Command—In 

October 2005, the SecDef directed the formation of a Marine 

component of USSOCOM. It was determined the Marine Corps 

would initially form a unit of approximately 2,500 to serve with 

USSOCOM. MARSOC reached full operational capability in 

October 2008. On Feb. 24, 2006, MARSOC activated at Camp 

Lejeune, North Carolina. MARSOC initially consisted of a small 

staff and the Foreign Military Training Unit, which had been formed 

to conduct foreign internal defense. Foreign Military Training Unit 

(FMTU) is now designated as the Marine Special Operations 

Advisor Group. Following the activation of MARSOC, the 

structure and personnel of both 1st and 2nd Force Reconnaissance 

Company transferred to MARSOC to form the 1st and 2nd Marine 

Special Operations Battalions. 

MARSOC also formed the Marine Special Operations Support 

Group (MSOSG) and the Marine Special Operations School

(MSOS). The MSOSG provides combat support and combat 

service support to MARSOC Units, to include: logistics, 

communication and intelligence. The MSOS screens, assesses, 

selects, trains and certifies Marine Special Operations Forces and 

has responsibility for doctrine development.

As a Service component of USSOCOM, MARSOC is tasked by the 

commander of USSOCOM to train, organize, equip and when 

directed by commander of USSOCOM, deploy task organized, 

scalable, and responsive U.S. Marine Corps Special Operations 

Forces worldwide in support of combatant commanders and other 

agencies. MARSOC has been directed to conduct foreign internal

defense, direct action and special reconnaissance. Commander, 

USSOCOM assigns MARSOC missions based on USSOCOM 

priorities. MARSOC units then deploy under USSOCOM 

deployment orders. MARSOC deployed its first units in August 

2006, six months after initial activation. Since then, MARSOC has 

continuously deployed. MARSOC’s current deployments include 

Marine Special Operations Advisor Group (MSOAG) Teams 

conducting foreign internal defense and Marine Special Operations 

Companies from the Marine Special Operations battalions 
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conducting direct action, strategic reconnaissance and foreign 

internal defense.

o The Marine Special Operations Advisor Group, which 

consists of a Headquarters Company and 3rd and 4th Marine 

Special Operations Battalions, provides tailored military 

combat-skills training and advisor support for identified foreign 

forces in order to enhance their tactical capabilities and to 

prepare the environment as directed by USSOCOM. Marines 

and Sailors of the MSOAG train, advise, and assist friendly 

host nation forces—including naval and maritime military and 

paramilitary forces—to enable them to support their 

governments’ internal security and stability, to counter 

subversion and to reduce the risk of violence from internal and 

external threats. MSOAG deployments are coordinated by 

MARSOC, through USSOCOM, in accordance with 

engagement priorities within the Global War on Terrorism.

o The 2d Marine Special Operations Battalion (2d MSOB)—

activated May 15, 2006, and headquartered at Camp Lejeune, 

N.C. The 2d MSOB is organized, trained and equipped to 

deploy for worldwide missions as directed by MARSOC. The 

battalion consists of four Marine Special Operations 

Companies and is task organized with personnel uniquely 

skilled in special equipment support, intelligence and firesupport. 

o 1st MSOB (1st MSOB)—activated on Oct. 26, 2006, with four 

MSOCs and headquartered at Camp Pendleton, Calif. 1st 

Force Reconnaissance Company was used as their starting 

base of operators. Each MSOC is commanded by a Marine 

major and capable of deploying task-organized expeditionary 

Special Operations Forces for special reconnaissance and 

direct-action missions in support of the geographic combatant 

commanders.

o The Marine Special Operations Support Group provides 

specified support capabilities for worldwide Special Operations 

missions as directed by MARSOC. The MSOSG specifically 

provides combined arms planning and coordination, K-9 

support, special operations communications support, combat 

service support (including logistics) and all-source intelligence 

fusion capability. The MSOSG can deploy tailored support 

detachments as directed by MARSOC.

o The Marine Special Operations School performs the 

screening, training, assessment and doctrinal development 

functions for MARSOC. The school has a Special Operations 

Training Branch (SOTB) provides Special Operations training 
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in tactics, techniques, and procedures and evaluation and 

certification of MARSOC Forces to specified conditions and 

standards for SOF. The Marines of MSOS are Operators with 

the training, experience and mature judgment to plan, 

coordinate, instruct and supervise development of SOF special 

reconnaissance, and direct action skills.

 Joint Special Operations Command (JSOC)—a sub-unified 

command of USSOCOM, established in 1980; provides a joint 

headquarters to study Special Operations requirements, ensures 

interoperability and equipment standardization, develops joint 

Special Operations plans and tactics, and conducts joint Special 

Operations exercises and training. 

Joint Special Operations Task Force (JSOTF)

The Joint Force Commander (JFC), using SOF independently or 

integrated with conventional forces, gains an additional and unique 

capability to achieve objectives that may not otherwise be attainable. 

Circumstances may dictate that SOF support conventional forces; and 

conversely, that conventional forces support SOF. Integration enables 

the JFC to take fullest advantage of conventional force and SOF core 

competencies. SOF are most effective when SO are fully integrated 

into the overall plan and the execution of SO is through proper SOF 

Command and Control (C2) elements responsive to the needs of the 

supported commander. SOF C2 elements are provided to the 

supported or the supporting conventional force commanders and 

include JSOTFs (or combined Joint Special Operations Task Forces

[CJSOTFs] when organized with coalition or multinational SOF) to 

conduct a specific SO or prosecute SO in support of a larger joint 

operation or theater campaign; Special Operations Command and 

Control Elements (SOCCEs) to synchronize integrated 

SOF/conventional force operations; and Special Operations Liaison 

Elements (SOLEs) to coordinate, deconflict, and integrate SO air, 

surface, and subsurface operations with conventional air operations. 

Exchange of SOF and conventional force Liaison Officers (LNOs) is 

also essential to enhance situational awareness and facilitate staff 

planning and training for integrated operations. (JP 3-05.1)

A JSOTF normally is established by a JFC to plan and conduct SO. 

The JSOTF, when established, is a JTF composed of SOF from more 

than one Service to carry out a specific operation or prosecute SO in 

support of the theater campaign or other operations as directed. It may 

have conventional forces assigned or attached to support the conduct 

of specific missions. It may be established subordinate to another JTF 

or directly subordinate to a geographic combatant command or 
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subunified command. A Commander, Joint Special Operations Task 

Force (CDRJSOTF) may organize the JSOTF HQ as necessary to 

carry out all assigned duties and responsibilities. There are several 

options that may be used to organize a JSOTF HQ (use a theater 

special operations command [TSOC] HQ, augment a core SOF 

component HQ, or organize an ad hoc HQ from various SOF 

contributors). Whichever the option, a building process will be 

necessary. Additionally, this process must support the JSOTF mission 

and provide the best opportunity for success. When fully organized, 

the JSOTF staff will be composed of appropriate members in key 

positions of responsibility from each Service SOF having significant 

forces assigned to the command. (JP 3-05.1)

3.5.8 United States Strategic Command (USSTRATCOM)

U.S. Strategic Command is a functional combatant command 

headquartered at Offutt Air Force Base, near Omaha, Nebraska. 

Established 1 June 1992, the command has significantly changed 

during the last decade. With over 4,000 military and civilian personnel, 

USSTRATCOM combines the synergy of the U.S. legacy nuclear 

command and control mission with responsibility for seven other 

distinct mission areas: space operations; cyberspace operations and 

defense; global strike; integrated missile defense; combating weapons 

of mass destruction; Intelligence, Surveillance and Reconnaissance 

(ISR); and Defense Department information operations. This dynamic 

command gives National Leadership a unified resource for greater 

understanding of specific threats around the world and the means to 

respond to those threats rapidly.
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Figure 45: USSTRATCOM UCP 2011 Responsibilities

USSTRATCOM Mission: Detect, deter, and prevent attacks against 

the United States and its allies—join with the other combatant 

commands to defend the nation should deterrence fail.

USSTRATCOM Priorities:

1. Deter nuclear attack with a safe, secure, effective nuclear 

deterrent force.

2. Partner with the other combatant commands to win today.

3. Respond to the new challenges in space.

4. Build cyberspace capability and capacity.

5. Prepare for uncertainty.

USSTRATCOM Organization:

Under the leadership of a 4-star Commander, the day-to-day planning 

and execution of U.S. Strategic Command's mission areas is done by 

the organizations listed below (descriptions on subsequent pages):

 11 Headquarters Directorates—organized under a modified Jcode structure

 1 Sub-unified Command

 4 Joint Functional Component Commands (JFCCs)
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 2 Component Centers

 5 Service Components

 6 Task Forces

USSTRATCOM Functional Components
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216

USSTRATCOM Service Components

Service specific component commands fulfill an important role in 

training, equipping and resourcing the forces necessary to carry out 

USSTRATCOM's global missions. 

 U.S. Army Space and Missile Defense Command/Army

Forces Strategic Command (SMDC/ARSTRAT)—a Major 

Army Command (MACOM) and the Army service component to 

USSTRATCOM, conducts space operations and provides 

planning, integration, control, and coordination of Army forces 

and capabilities in support of USSTRATCOM missions; serves 

as proponent for space and ground-based midcourse defense 

and as Army operational integrator for global missile defense; 

conducts mission-related research, development, and 

acquisition in support of Army Title 10 responsibilities and 

serves as the focal point for desired characteristics and 

capabilities in support of USSTRATCOM missions. The 

command is headquartered in Arlington, VA.

 U.S. Fleet Forces Command (USFF)—headquartered at 

Naval Station Norfolk, VA. USFF is the U.S. Navy component 

of U.S. Strategic Command. Fleet Forces Command is 

responsible for the entire Atlantic Ocean, the Caribbean Sea 

and the waters around Central and South America extending in 

the Pacific to the Galapagos Island. The U.S. Atlantic Fleet 

provides fully trained, combat-ready forces to support United 

States and NATO commanders in regions of conflict throughout

the world. From the Adriatic Sea to the Arabian Gulf, Atlantic 

Fleet units are called upon to support U.S. Combatant 

Commanders and joint task force commanders for unified 

operations anywhere in the world. Additionally, the Fleet 

Forces Command provides readiness training, and logistical 

and administrative support for its surface ships, submarines 

and aviation squadrons. 

 U.S. Marine Corps Forces, U.S. Strategic Command

(MARFORSTRAT)—serves as the U. S. Marine Corps service 

component to the Commander, USSTRATCOM. 

Headquarters, MARFORSTRAT is collocated with 

Headquarters, USSTRATCOM. MARFORSTRAT brings to 

USSTRATCOM a resident knowledge and access to Marine 

Corps capabilities that can support all USSTRATCOM mission 

areas. Particular focus is advising USSTRATCOM, 

subordinate Joint Force Commanders, functional component 

and service component commanders on the proper 

employment of U.S. Marine Corps forces and capabilities. 
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MARFORSTRAT also fulfills the USMC advocacy role for 

USSTRATCOM. 

 Air Force Space Command (AFSPC), headquartered at 

Peterson Air Force Base, Colorado—provides space and cyber 

forces for USSTRATCOM. AFSPC has two numbered air 

forces. Fourteenth Air Force (14 AF) provides space 

warfighting forces to USSTRATCOM, and is located at 

Vandenberg AFB, CA. Fourteenth Air Force manages the 

generation and employment of space forces to support 

USSTRATCOM operational plans and missions. Twenty-fourth 

Air Force (24 AF) is located at Lackland AFB, TX. Twentyfourth Air Force provides network warfare, information 

operations and combat communications systems and 

capabilities in support of USSTRATCOM war plans. AFSPC 

supports USSTRATCOM with ballistic missile warning 

information and operates the Space Innovation and 

Development Center to develop space applications for direct 

warfighter support. AFSPC also operates and supports the 

Global Positioning System, Defense Support Program Satellite 

System, Defense Satellite Communications System Phase III, 

Defense Meteorological Satellite Program, Wideband Global 

Satellite Communications System, NATO III and IV 

communications and Fleet Satellite Communications System 

Ultra High Frequency (UHF) and Military Strategic, Tactical and 

Relay (MILSTAR) Communications satellites. AFSPC also 

operates the Ground-Based Deep Space Electro-Optical Deep 

Space Surveillance System, as well as the Delta and Atlas 

family of launch vehicles. This includes all of the nation’s 

primary boosters from the Eastern and Western ranges and 

range support for NASA manned and unmanned spaceflight 

operations. AFSPC also operates the nation’s primary source 

of continuous, real-time solar flare warnings and the Air Force 

Satellite Control Network (AFSCN), a worldwide network of 

satellite tracking stations to provide communications links to 

satellites.

 Air Force Global Strike Command (AFGSC)—headquartered 

at Barksdale AFB, LA. AFGSC provides trained strategic 

bomber and Intercontinental Ballistic Missile (ICBM) forces for 

USSTRATCOM. AFGSC has two numbered air forces. Eighth 

Air Force (8 AF) is located at Barksdale AFB, LA and operates 

and maintains AFGSC’s B-2 and B-52 manned bomber 

weapon systems and provides combat-ready forces to conduct 

strategic nuclear deterrence and global strike operations in 

support of USSTRATCOM and other combatant commanders. 
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Twentieth Air Force (20 AF) is located at F. E. Warren AFB, 

WY and operates and maintains AFGSC’s ICBM weapon 

systems in support of USSTRATCOM war plans and provides 

on-alert, combat-ready ICBMs to the president of the United 

States. AFGSC is also responsible for the Department of 

Defense’s ICBM follow-on operational test and evaluation 

program.

USSTRATCOM Task Forces

USSTRATCOM continues to rely on various task forces for the 

planning and execution of its global missions. These include:

 Aerial Refueling/Tankers: Air Force refueling aircraft greatly 

enhance the command's capability to conduct global combat 

and reconnaissance operations. Tankers are assigned to 18th 

Air Force, Scott AFB, IL, with headquarters at Air Mobility 

Command, Scott AFB, IL. 

 Airborne Communications: The Navy's E-6B Mercury 

aircraft provide a survivable communications link between 

national decision-makers and the nation's strategic forces. An 

airborne command post, the E-6B enables the president and 

the SecDef to directly contact crews on the nation's ballistic 

missile submarines, land-based intercontinental ballistic 

missiles and long-range bombers. E-6B aircraft are assigned 

to Strategic Communications Wing One, Tinker AFB, OK. 

 Ballistic Missile Submarines: Considered the most 

survivable leg of the nation's strategic forces, Navy ballistic 

missile submarines, or SSBNs, provide launch capability from 

around the globe using the Trident missile weapon system. 

Atlantic SSBNs are based at Naval Submarine Base Kings 

Bay, GA., with headquarters at Commander, Submarine 

Forces U.S. Atlantic Fleet, Naval Station Norfolk, VA; Pacific 

SSBNs are based at Naval Submarine Base Bangor, WA, with 

headquarters at Commander Submarine Forces U.S. Pacific 

Fleet, Naval Base Pearl Harbor, Hawaii. 

 Strategic Bomber and Reconnaissance Aircraft: Aircraft 

assigned to Air Force Global Strike Command’s 8th Air Force 

at Barksdale AFB, LA, are capable of deploying air power to 

any area of the world. B-52 Stratofortress heavy bombers are 

based at Barksdale AFB, LA and Minot AFB, ND. B-2 Spirit 

stealth bombers are stationed at Whiteman AFB, MO. 

Worldwide reconnaissance aircraft assigned to Air Combat 

Command’s 12th Air Force that support the USSTRATCOM 

mission include the RC-135 Rivet Joint at Offutt AFB, NE and 
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the U-2S Dragon Lady and RQ-4 Global Hawk at Beale AFB, 

CA.

 Land-based Intercontinental Ballistic Missiles: Air Force 

ICBMs, dispersed in hardened silos across the nation's central 

tier, provide a quick-reacting and highly reliable component to 

the nation's strategic forces. Minuteman III missile launch 

control centers are based from F.E. Warren AFB, WY; 

Malmstrom AFB, MT.; and Minot AFB, ND. ICBM crews report 

to 20th Air Force, F.E. Warren AFB. 

USSTRATCOM Headquarters Organizational Structure

 J0 The office of the Commander and the staff support 

agencies—establishes the goals, mission, vision and 

leadership of the command. To help the commander, the 

immediate staff also includes the deputy commander in chief 

and a group of special advisers. 

 J1 (Manpower and Personnel)—develops and administers 

USSTRATCOM manpower and personnel policies, human 

resources and personnel assignment programs. 

 J2 (Intelligence)—apprises the commander of foreign 

situations and intelligence issues relevant to current 

operational interests and potential national security policies, 

objectives and strategy. This includes providing indications, 

warning and crisis intelligence support, supporting unified 

command intelligence requirements, developing doctrine, 

developing joint architecture, coordinating support 

requirements and providing targeting support. 

 J3 (Global Operations)—coordinates the planning, 

employment and operation of DOD strategic assets and 

combines all current operations, global command and control 

and intelligence operations.

 J4 (Logistics)—Plans, coordinates and executes logistics 

functions for mobility, maintenance, engineering, readiness and 

sustainment and munitions management in support of 

command missions. 

 J5 (Plans and Policy)—responsible for coordinating the 

development and implementation of national security policy as 

it applies to the command and the execution of its mission. 

Develops future concepts and policy formulation for military 

space operations; global strike; information operations; global 

missile defense; and command and control, communications, 

computers, intelligence, surveillance and reconnaissance as 

outlined in the most recent Unified Command Plan. Integrates 

and synchronizes deliberate planning efforts across all 
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USSTRATCOM missions. Prepares and maintains the nation's 

strategic nuclear war plan, and provides integrated global strike 

planning to deliver rapid, extended range, precision kinetic 

(nuclear and conventional) and non-kinetic (elements of space 

and information operations) effects in support of theater and 

national objectives. Performs day-to-day activities required for 

crisis-action and deliberate planning and execution, with 

updates to plans as necessary.

 J6 (C4 Systems)—coordinates, facilitates, monitors and 

assesses systems, networks and communications 

requirements. 

 J7 (Joint Exercises and Training)—manages USSTRATCOM 

Commander's Joint Training Program and Exercise Program in 

order to ensure readiness to perform the command's missions.

 J8 (Capability and Resource Integration)—conducts force 

management and analysis to include integrating, coordinating, 

prioritizing, and advocating USSTRATCOM future concepts, 

mission capability needs, weapons system development, 

support for emerging technologies, and command and control 

architecture across the mission areas. Responsible for the 

articulation and development of all command requirement 

processes to ensure that USSTRATCOM has the tools to 

accomplish its mission, and ensures appropriate decision 

support tools and assessment processes are in place to 

enhance operational capabilities. The directorate includes 

comptroller support, concepts and experimentation, and force 

assessments. USSTRATCOM exercises command authority 

over various task forces and service components in support of 

the command's mission. During day-to-day operations, service 

component commanders retain primary responsibility for 

maintaining the readiness of USSTRATCOM forces and 

performing their assigned functions. Their primary function is 

to provide organized, trained, and equipped forces for 

employment when called upon to support USSTRATCOM's 

global mission.

 J9 (Mission Assessment and Analysis)—conducts 

operational and strategic assessments and leverages industry, 

academia, U.S. Government agencies, and Allies to improve 

USSTRATCOM's warfighting capabilities.

 J10 (Reserve Directorate)—advises CDRUSSTRATCOM and 

staff on matters related to the Army, Navy, Marine Corps, and 

Air Force Reserve Personnel assigned and attached to 

USSTRATCOM.
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As the Department of Defense's key advocate for global capabilities, 

the command has extensive ties with defense agencies, the 

Department of Energy's national laboratories, and other sources of 

support. Through its many contacts and interagency relationships, the 

command facilitates planning, enhances information sharing between 

the military and other government agencies and streamlines decision 

making.

Reference:

 www.stratcom.mil

3.5.9 United States Transportation Command (USTRANSCOM)

United States Transportation Command, located at Scott 

AFB, IL, was established in 1987. As the single manager of 

America's global defense transportation system, 

USTRANSCOM is tasked with the coordination of people 

and transportation assets to allow our country to project 

and sustain forces, whenever, wherever, and for as long as they are 

needed.

Every day, across the globe, USTRANSCOM provides transportation, 

sustainment and distribution to our nation's warfighters. 

USTRANSCOM fully supports and is on the leading edge of DOD 

transformation efforts for a seamless, wholly integrated, synchronized 

end-to-end deployment and distribution system under a single unified 

commander providing responsive, support to the warfighter throughout 

the continuum of peace and war. These transformational efforts are at 

the heart of the command's Distribution Process Owner initiatives.
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Figure 46: USTRANSCOM Command Relationships

Vision: USTRANSCOM is responsible to synchronize and deliver 

unrivaled, full-spectrum, deployment and distribution solutions.

Mission: Develop and direct the Joint Deployment and Distribution 

Enterprise (JDDE) to globally project strategic national security 

capabilities; accurately sense the operating environment; provide endto-end distribution process visibility; and responsive support of joint,

U.S. government and SecDef-approved multinational and nongovernmental logistical requirements.

Transportation Assets: At every moment of every day, around the 

globe, USTRANSCOM's superb force of soldiers, sailors, airmen, 

Marines, Coast Guardsmen, DOD civilians and commercial partners 

accomplishes a wide array of joint mobility missions. With its people, 

trucks, trains, aircraft, ships, information systems and infrastructure, 

USTRANSCOM provides the U.S. with the most responsive strategic 

mobility capability the world has ever seen. USTRANSCOM currently 

controls a fleet of military assets valued in excess of $52 billion, 

including: 87 ships; 1,269 aircraft; 2,150 railcars and assorted 

equipment, and $1.4 billion in infrastructure, as well as access through 
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our commercial partners to more than 1,001 aircraft and 360 vessels in 

the Civil Reserve Air Fleet (CRAF) and Voluntary Intermodal Sealift 

Agreement (VISA), respectively.

Military Workforce and Commercial Partners: USTRANSCOM's 

total wartime capability consists of a diverse force: 51,853 active duty; 

88,089 reserve and Guard, and 16,606 civilian personnel. Similarly, 

USTRANSCOM relies on its commercial partners to meet 88 percent of 

continental U.S. land transport, 50 percent of global air movement, and 

64 percent of global sealift.

DOD Distribution Process Owner: Since becoming DOD's 

Distribution Process Owner in September 2003, USTRANSCOM is the 

single entity to direct and supervise execution of the strategic 

distribution system. The command also manages the supply chain 

related Information Technology systems, and has the authority to 

establish a contracting activity for procurement of commercial 

transportation services. As Distribution Process Owner, 

USTRANSCOM is DOD's supply chain manager and responsible for 

the entire distribution process—not just the old "port-to-port" portion. 

The command is expanding supply chain visibility and is crafting a true 

sense-and-respond logistics reach all the way back to suppliers and 

forward to the point of the spear in combat. For the first time in history, 

with the cooperation and collaboration of all players—DOD, the 

Services, the Defense Logistics Agency, the Joint Chiefs of Staff and 

commercial partners—supported commands have a truly synchronized, 

visible, and simplified distribution pipeline. USTRANSCOM is 

committed to the continuing advantages that this provides them.

Global Distribution Synchronizer: Provides responsibility for the 

alignment of distribution planning and related activities of the other 

combatant commands, Services, Defense agencies and activities to 

facilitate coordinated and decentralized execution across geographic 

boundaries. 

Component Commands

USTRANSCOM's three Service component commands—the Air 

Force's Air Mobility Command, Scott AFB, IL; the Navy's Military Sealift 

Command, Washington, DC; and the Army's Military Surface 

Deployment and Distribution Command, Scott AFB, IL—provide 

intermodal transportation across the spectrum of military operations.
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Air Mobility Command (AMC)—Provides strategic and 

tactical airlift, air refueling, and aeromedical evacuation 

services for deploying, sustaining and redeploying U.S. 

forces wherever they are needed. Many special duty and 

operational support aircraft are also assigned to AMC 

(including Air Force One). In addition, AMC contracts with commercial 

air carriers through Civil Reserve Air Fleet (CRAF) and other programs 

for movement of DOD passengers and cargo. AMC's air fleet provides 

swift response as an element of America's global reach.

Military Sealift Command (MSC)—Provides sealift 

transportation services to deploy, sustain and redeploy

U.S. forces around the globe. MSC provides sealift with 

a fleet of government-owned and chartered U.S.-flagged 

ships. MSC executes VISA contracts for chartered 

vessels. Sealift ships principally move unit equipment from the U.S. 

to theaters of operation all over the world. In addition to sealift ships, 

MSC operates a fleet of prepositioned ships strategically placed 

around the world and loaded with equipment and supplies to sustain 

Army, Navy, Marine Corps, Air Force and Defense Logistics Agency

operations. These ships remain at sea, ready to deploy on short 

notice, which significantly reduces the response time for the delivery 

of urgently needed equipment and supplies to a theater of operation.

Surface Deployment and Distribution Command

(SDDC)—Provides ocean terminal, commercial ocean liner 

service and traffic management services to deploy, sustain 

and redeploy U.S. forces on a global basis. The command 

is responsible for surface transportation and is the 

interface between DOD shippers and the commercial transportation 

carrier industry. This includes movement of DOD member household 

goods and privately owned vehicles. SDDC is the nation's largest 

customer to the moving industry with more than 500,000 household 

goods moves a year. The command also provides transportation for 

troops and materiel to ports of departure in the U.S. and overseas and 

manages 24 ports worldwide, including military terminals at Sunny 

Point, NC, and Concord, CA.

Subordinate Command

USTRANSCOM’s joint subordinate command Joint Enabling 

Capabilities Command employs and manages joint enabling 

capabilities for global response force execution and emerging 

operational requirements.
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Joint Enabling Capabilities Command (JECC): Provides joint 

force commanders with distinct capabilities that offer shortduration support to establish, organize and operate a joint 

force headquarters. The JECC combines capabilities across 

six unique functional areas to bring tailored, mission-specific 

and high demand forces to a joint force commander within hours of 

notification. The mission is to employ, manage and develop existing 

joint enabling capabilities as well as identifying new requirements and 

developing new capabilities for joint force commanders worldwide.

Operations Tempo: During an average week, USTRANSCOM and its 

component commands operate in 75 percent of the world's countries, 

conduct more than 1,900 air missions (including medical air-evacuation 

and transportation for the president and other VIPs), have 25 ships 

underway, and track 10,000 ground shipments.

Internal Organization

Figure 47: USTRANSCOM Internal Organization

Command Support Group (TCCC)—Commander (TCCC), Deputy 

Commander (TCDC), Chief of Staff (TCCS), Senior Enlisted Leader 

(TCCC-SEL), Command First Sergeant (TCCS-FS), Joint Secretariat 

(TCCS-JS), Protocol (TCCS-P), Public Affairs (TCPA), Research 

Center/Historian (TCRC), Inspector General (TCIG), Information 

Management (TCCS-IM), Joint Interagency Coordination Group 

(JIACG), Chaplain (TCCC-HC), Legislative Affairs (TCCC-LA), 
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Commander’s Action Group (TCCC-X), Command Change 

Management (TCCS-CM).

Joint Distribution Process Analysis Center (TCAC)—Provides 

Analysis and Engineering Support to Improve the Nation's Ability to 

Move and Sustain the Joint Force and Operate the Joint Deployment 

and Distribution Enterprise (JDDE).

Command Acquisition (TCAQ)—serves as business adviser to and 

external liaison with AMC, MSC, SDDC, acquisition components and 

other contracting agencies. TCAQ provides expertise on various 

acquisition policies, procedures, and strategies to Department of 

Defense organizations, federal agencies, and the commercial 

transportation industry. TCAQ analyzes and proposes acquisitionrelated legislative and regulatory changes to increase the efficiency 

and effectiveness of the Defense Transportation System (DTS). TCAQ 

also ensures compliance with these regulations. TCAQ serves as the 

focal point for TRANSCOM acquisition by managing the command's 

internal acquisition and contracting process. Additionally, the 

Acquisition Chief chairs both the Defense Acquisition Regulation (DAR) 

Council Transportation Committee and the Acquisition Strategy Review 

Panel (ASRP). 

Staff Judge Advocate (TCJA)—Provides legal expertise in its Core 

Competency of Transportation Law for USTRANSCOM and DOD. 

Provides full spectrum of legal services to the command to include 

transportation acquisition, fiscal, international, personnel, military 

justice, environmental, operations and Law of War, intellectual 

property, administrative law, and transportation related insurance law.

Command Surgeon (TCSG)—The Command Surgeon's Office, in 

addition to providing normal Headquarters staff functions, serves as 

DOD's single manager for the development of policy and 

standardization of procedures and information support systems for 

global patient movement.

Manpower & Personnel (TCJ1)—Develops plans, policies, and 

procedures for the administration of the command's manpower and 

personnel programs, provides personnel support services, manages 

individual training and advises the Commander on all matters 

concerning military and civilian personnel relating to the mission of 

USTRANSCOM.

Intelligence Directorate (TCJ2)—Responsible for all peacetime and 
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wartime intelligence activities for USTRANSCOM and subordinate 

Transportation Component Commands. Develops intelligence policy, 

programs, doctrine, organizational concepts and implementation 

strategies; directs development and implementation of intelligence 

support to USTRANSCOM's global operations, plans, Crisis Action 

Teams (CAT), exercises and deployments. Directs the development 

and implementation of coherent transportation intelligence to support 

USTRANSCOM's global mobility mission as part of U.S. national 

security policy. Directs operational intelligence activities, including 

threat and transportation intelligence analysis and dissemination, to 

meet the needs of USTRANSCOM and supported command mobility 

forces.

Operations and Plans Directorate (TCJ3)—Directs and synchronizes 

the Defense Transportation System with national distribution processes 

to meet national security objectives; maintains command and control of 

strategic forces and logistics infrastructure. TCJ3 sets operations 

policy and conducts crisis action and adaptive planning to 

deploy/sustain forces and directs and monitors process improvements 

for global Distribution Process Owner (DPO) operations. TCJ3 is 

primarily responsible to develop and design the operational architecture 

and integrate the Automated Information Systems (AIS) and other 

Information Technology (IT) capabilities to support global warfighting 

requirements. It acts as the DOD functional proponent for In-Transit 

Visibility and schedules/manages all CONUS Operational Support Airlift 

(OSA) in support of DOD wartime readiness requirements.

Strategy, Policy, Programs & Logistics Directorate(TCJ5/4)—The 

Strategy, Policy, Programs, and Logistics Directorate is the center of 

the United States Transportation Command's strategic planning, 

logistics, and policy efforts. The Directorate is forward-looking, working 

to enhance the U.S. military's deployment and distribution capabilities. 

As part of USTRANSCOM, the Directorate measures its success by the 

service it provides to the American Warfighter. 

Specifically, the USTC J5/4 Directorate is USTRANSCOM's focal point 

for future-facing initiatives, including strategic planning, force 

programming, policy development to ensure readiness and capability to 

meet current, projected, and emerging requirements. It is the hub for 

transportation initiatives including organizational developments, 

process enhancements, advocacy of key enablers, and system 

developments to advance global Warfighting capabilities. 

The USTRANSCOM J5/4 Directorate coordinates with the Office of the 
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Secretary of Defense, the Joint Staff, unified commands, component 

commands, other government agencies, and industry to enhance 

logistic support to the America's Warfighters. The Directorate develops 

integrated business case analyses and strategies for the command.

The Directorate is the center of the command's coordinating review 

authority for development of joint doctrine and joint tactics, techniques, 

and procedures which enhance the nation's strategic transportation 

system. 

The Directorate is USTRANSCOM's lead for the Joint Requirements 

Oversight Council/Joint Warfighting Capability Assessment issues 

including advanced concepts of operations, technology development, 

and mobility modeling and analysis to develop and promote global 

mobility Warfighting requirements. It is also the lead for the Joint 

Strategic Capabilities Plan and contingency planning guidance for 

airlift, sealift, and aerial refueling force apportionments.

Command, Control, Communications, & Computer Systems 

Directorate (TCJ6)—Plans and programs for, implements, and 

manages command, control, communications, and computer (C4) 

systems, products, and services for the U.S. Transportation Command 

Commander and staff. Additionally, TCJ6 is responsible for long-range 

planning, policy, technical integration and interoperability, life-cycle 

support, and program management for major transportation C4 

systems DOD-wide.

Program Analysis & Financial Management Directorate (TCJ8)—

Responsible for development and integration of command's strategic 

goals, operational plan, and expected outcomes in budget formulation 

and management of command resources. Develops command policy 

and issues guidance on use of command-wide $10.3 billion 

Transportation Working Capital Fund (TWCF) budget. Prepares 

command positions for the USTRANSCOM Commander throughout 

Planning, Programming and Budgeting (PPBE) and Congressional 

hearing process. Coordinates and develops USTRANSCOM positions 

on mobility issues and programs with the Office of the OSD, the Joint 

Staff, Commander's, Services and Components. Directorate is the focal 

point for TWCF policies and procedures in coordination with 

Component Commanders and OSD. Receives and promulgates OSD 

funding guidance; develops standardized transportation rates; analyzes 

and reviews Component rate proposals; reviews and consolidates 

Component budgets for submission to OSD; defends budget before 

OSD; and controls the TWCF execution through oversight of 
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Components. As the single point of contact for all program and financial 

management issues in USTRANSCOM, TCJ8 advocates and defends 

programs important to the Defense Transportation System (DTS); 

performs budgeting and budget execution for USTRANSCOM and the 

Transportation Component Commands; develops financial 

management guidance, policy, and procedures for the Transportation 

Working Capital Fund (TWCF); validates DPO savings and provides 

financial management advice to the command.

Reserve Component Directorate (TCJ9)—advises the commander on

all matters related to Reserve Component support to USTRANSCOM 

and component commands. TCJ9 will effectively and efficiently provide 

USTRANSCOM directorates support with trained, ready Reserve 

Component Forces in support of the USTRANSCOM mission.

Transportation Working Capital Fund (TWCF)

Working Capital Funds (WCFs) are revolving funds that exist to finance 

government business units and are managed like a commercial 

business. USTRANSCOM “sells” transportation service to its 

customers with the intent of recovering the total cost incurred in 

providing that service. The command uses the “income” from the 

service to operate the business unit and the basic tenet is to create a 

customer-provider relationship between USTRANSCOM and its 

customers. The TWCF helps provide total cost visibility, improves the 

focus on costs, and stabilizes transportation rates and prices for 

USTRANSCOM’s customers. In addition the TWCF provides the ability 

to respond to changes in requirements and operations tempo. The 

FY11 TWCF cost projection is nearly $12 billion with 87% of that 

amount dedicated to operations (government and chartered/leased 

aircraft and ships, fuel, maintenance, canal/port fees, etc.). Additional 

information on WCFs may be found in the DOD Financial Management 

Regulation (DOD 7000.14-R), Volume 2B, Chapter 9.

3.6 Authorities and Legal Requirements Affecting the 

Combatant Commands

For your staff work you should develop an understanding of specific 

U.S. Codes, treaties, Memoranda of Understanding (MOUs), 

Memoranda of Agreement (MOAs) and other binding or legal 

requirements pertaining to your combatant command. Other federal 

agencies also use Letters of Intent (LOIs) or Memoranda of Intent 

(MOIs). Check with your Staff Judge Advocate (SJA) office for 

specifics associated with your command.
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3.6.1 Code of Law of the United States 

The Code of Law of the United States, also known as the "U.S. Code," 

contains 50 titles, each of which covers a subject area such as 

Agriculture, Labor, and Public, Health and Welfare. The U.S. House of 

Representatives, Office of Law Revision Counsel prepares the U.S.

Code which is published by the Government Printing Office every six 

years. As each new law is passed, the relevant sections of the code 

are modified and updated, both in the printed codes and in the online 

databases. 

Some of the titles affecting the combatant commands include:

 Title 10 of the United States Code—outlines the role of 

armed forces. Title 10 establishes the legal basis for the roles, 

missions and organization of U.S. Department of Defense and 

each of the Services. Title 10 is subdivided into five areas, 

each addressing individual elements of the armed forces:

o Subtitle A – General and Military Law

o Subtitle B – Army

o Subtitle C – Navy and Marine Corps

o Subtitle D – Air Force

o Subtitle E – Reserve Components

 Title 14 of the United States Code—outlines the role of the 

United States Coast Guard when operating under the 

Department of Homeland Security and codifies its relationship 

to the Department of Homeland Security and the Department of 

the Navy in peace and war.

 Title 32 of the United States Code—outlines the role of the 

United States National Guard—Organization; Personnel; 

Training; Service, Supply, and Procurement; and Homeland 

Defense Activities. 

 Title 50 of the United States Code—outlines the role of War 

and National Defense, and contains 42 chapters.

References:

 www.businessdictionary.com

 www.ll.georgetown.edu/

 www.senate.gov

3.6.2 Foreign Disclosure and Classification of Information

Foreign Disclosure

Military information is a national security asset which must be 

conserved and protected and which may be shared with foreign 
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representatives only when there is a clearly defined advantage to the 

United States. Such disclosures must be consistent with U.S. foreign 

policy objectives and military security requirements, and be confined to 

information necessary to the purpose of the disclosure. No foreign 

government is entitled to receive U.S. classified military information or 

materiel. However, in recognition that it may be in our national 

interests to share such information and materiel with our NATO allies 

and other friendly nations, the National Security Council with the 

approval of the President, has established a national policy governing 

the disclosure of classified military information to foreign governments 

and international organizations. It is United States policy to avoid 

creating false impressions of its readiness to make defense articles, 

technologies, services or information available. Only designated 

Foreign Disclosure Officers (FDOs) may approve the disclosure of 

classified and controlled unclassified military information to foreign 

representatives. 

The Foreign Disclosure process provides timely decisions on the 

disclosure or release of U.S. Classified Military Information (CMI), and 

Controlled Unclassified Information (CUI) to foreign entities in support 

of national interests. In support of this process, the staff officer must 

follow guidelines set out by the command's FDO office.

Classified Military Information (CMI)

CMI is information which is originated by or for the DOD or its 

Components or is under their jurisdiction or control and which requires 

protection in the interests of national security. It is designated TOP 

SECRET, SECRET and CONFIDENTIAL as described in E.O. 12958. 

Classified military information may be disclosed in oral, visual, or 

documentary form and is divided into eight categories:

 Category 1: Organization, Training and Employment of Military 

Forces

 Category 2: Military Materiel and Munitions

 Category 3: Applied Research and Development Information

 Category 4: Production Information

 Category 5: Combined Military Operations, Planning and 

Readiness

 Category 6: U.S. Order of Battle

 Category 7: North American Defense

 Category 8: Military Intelligence. 

Controlled Unclassified Information (CUI)

Controlled unclassified information is a new category of unclassified 

information that replaced the various categories used for sensitive but 
232

unclassified information. CUI is unclassified information relating to the 

interests of the U.S. federal government or outside entities it believes 

should be protected. As such, DOD CUI must go through the FDO 

process before disclosure or release to foreign government entities or 

NGOs.

Disclosure Decisions

The National Disclosure Policy establishes the framework in which 

foreign disclosure decisions are made by Principal or Designated 

Disclosure Authorities. It is derived from the requirements of the Arms 

Export Control Act (AECA) E.O. 12958, and National Security Decision 

Memorandum (NSDM) 119.

Disclosure Authority

The SecDef and the Deputy SecDef hold original authority to disclose 

CMI and grant exceptions to disclosure policy. The SecDef, through 

DOD Directive 5230.11 has delegated authority to the following DOD 

officials to disclose CMI originated by or under the control of their 

organizations:

 The Secretaries of the Military Departments.

 The Chairman of the Joint Chiefs of Staff.

 The Under Secretary of Defense for Policy.

 The Under Secretary of Defense for Acquisition, Technology 

and Logistics.

 The Assistant Secretary of Defense for Networks and 

Information Integration.

 The Director, Defense Intelligence Agency.

 The Director, National Security Agency/Central Security 

Service.

Each of these officials must appoint a senior official in writing to be the 

Principal Disclosure Authority (PDA) within that Component. They may 

also delegate disclosure authority to the heads of commands, agencies

and major staff elements under their authority. These heads of 

commands, agencies and major staff elements must then in turn 

appoint a Designated Disclosure Authority (DDA) to control disclosures 

of CMI by his or her organization.

Classification of Information

It is DOD policy that:

 National security information shall be classified, safeguarded, 

and declassified in accordance with national level policy 

issuances;

 Declassification of information shall receive equal attention with 
233

classification so that information remains classified only as long 

as required by national security considerations;

 Information may not be classified or designated CUI to:

o Conceal violations of law, inefficiency, or administrative 

error;

o Prevent embarrassment to a person, organization, or 

agency;

o Restrain competition; or

o Prevent or delay the release of information that does 

not require protection in the interests of national 

security or as required by statute or regulation.

 The volume of classified national security information and CUI, 

in whatever format or media, shall be reduced to the minimum 

necessary to meet operational requirements;

 The DOD Information Security Program, established to assure 

the protection of collateral, Sensitive Compartmented 

Information (SCI), Special Access program (SAP), and 

Controlled Unclassified Information (CUI), shall harmonize and 

align processes to the maximum extent possible to promote 

information sharing, facilitate judicious use of scarce resources, 

and simplify its management and implementation;

 SCI shall be safeguarded in accordance with policies and 

procedures established by the DNI;

 Classified information released to industry shall be 

safeguarded in accordance with DODD 5220.22;

 Responsibilities for protecting classified and CUI from 

unauthorized disclosure shall be emphasized in DOD 

Component training programs;

 Consistent with applicable laws, partnerships with appropriate 

DOD, government, industry, professional, academic, and 

international organizations should be established and fostered 

to gain insights to approaches, technologies, or techniques that 

may be of use in establishing common security practices and 

improving the DOD Information Security Program.

Original vs. Derivative Classification

Original classification is the decision to designate a certain item of 

information as classified, at a particular level, and for a certain duration 

of time. Often these decisions are communicated in a published 

Security Classification Guide (SCG). These decisions can only be 

made by persons designated in writing as Original Classification 

Authorities (OCA).
234

Derivative classification is the incorporating, restating, paraphrasing, or 

generating in new form, information that has already been determined 

to be classified, and ensuring that it is classified and handled at the 

level that the OCA has already determined will be done. Derivative 

classification can be accomplished by any properly cleared personnel. 

Derivative classifiers are not required to be appointed or designated 

unless so directed by command option.

To review classifications and classification markings, refer to the 

Controlled Access Program Coordination Office (CAPCO) website on 

SIPRNet.

Reference:

 National Disclosure Policy

3.7 Knowledge, Organization, Capabilities and 

Business Practices of the Services

3.7.1 The Department of the Army

It is the intent of Congress to provide an Army that is 

capable, in conjunction with the other armed forces, of—

(1) preserving the peace and security, and providing 

for the defense, of the United States, the Territories, 

Commonwealths, and possessions, and any areas 

occupied by the United States;

(2) supporting the national policies; 

(3) implementing the national objectives; and

(4) overcoming any nations responsible for aggressive acts 

that imperil the peace and security of the United States.

Title 10, U.S. Code, Section 3062 (a)

Title 10 of the United States Code states the purpose of Congress in 

establishing the Army and its guidance on how the Army is to be 

organized, trained, and equipped. Title 10 states that the Army 

includes land combat and service forces, and organic aviation and 

water transport. Army forces are to be organized, trained, and 

equipped primarily for prompt and sustained combat incident to 

operations on land. The Army is responsible for preparing the land 

forces necessary to effectively prosecute war except as otherwise 

assigned. It is also responsible, in accordance with integrated joint 

mobilization plans, for its expansion to meet the needs of war.

The Army exists to serve the American people, protect enduring 

national interests, and fulfill the Nation’s military responsibilities. 
235

Specifically, the Army mission is to provide to combatant commanders 

the forces and capabilities necessary to execute the National Security, 

National Defense, and National Military Strategies.

Army forces provide the capability—by threat, force, or occupation—to 

promptly gain, sustain, and exploit comprehensive control over land, 

resources, and people. This landpower capability compliments the 

other Services’ capabilities. Furthermore, the Army is charged to 

provide logistic and other support agent functions to enable the other 

Services to accomplish their missions. The Army is organized to 

accomplish this mission.

Soldiers are the centerpiece of Army organizations. Professional 

Soldiers—warriors well trained, well equipped, and well led—serve as 

the ultimate expression of what the Army provides to the Nation and 

the joint force. They are the engine behind Army capabilities. 

However, the Army is more than a collection of individuals. It is a 

complex institution comprising many diverse types of organizations. Its 

Soldiers are both “full-time” Regulars and Reserve Component citizenSoldiers. Army civilians are members of the force as well, serving in 

leadership and support functions at all levels. The Army is all these 

people and organizations, united by a common purpose in service to 

the Nation. In addition, civilian contractors augment Army 

organizations, providing specialized support that sustains readiness 

and operations.

The spectrum of conflict is the backdrop for Army operations. It places 

levels of violence on an ascending scale marked by graduated steps. 

The spectrum of conflict spans from stable peace to general war. It 

includes intermediate levels of unstable peace and insurgency. In 

practice, violent conflict does not proceed smoothly from unstable 

peace through insurgency to general war and back again. Rather, 

general war and insurgencies often spark additional violence within a 

region, creating broad areas of instability that threaten U.S. vital 

interests. Additionally, the level of violence may jump from one point 

on the spectrum to another. For example, unstable peace may erupt 

into general war, or general war may end abruptly in unstable peace. 

Therefore, the four levels are not an exclusive set. Nonetheless, the 

spectrum of conflict provides a tool to understand and visualize the 

level of violence and the corresponding role of the military in resolving 

a conflict.

Army forces affect the operational environment as they operate to 

accomplish their mission. Commanders seek to establish conditions 
236

favorable for conducting subsequent operations and tasks. They 

consider not only their follow-on missions but also how to restore a 

stable peace. If stable peace is not readily attainable, commanders 

design operations so that in the end, they lower the violence level as 

much as possible. When operating anywhere on the spectrum, 

commanders and staffs consider how to move the level of violence 

toward stable peace.

Military power cannot, by itself, restore or guarantee stable peace. It 

must, however, establish global, regional, and local conditions that 

allow the other instruments of national power—diplomatic, 

informational, and economic—to exert their full influence. For example, 

the Nation’s air, land, and sea power deter threats posed by hostile 

powers by holding their homeland and vital interests at risk. This 

creates avenues for diplomacy to resolve disputes. Multinational forces 

may separate warring factions to stop a civil war that threatens regional 

peace. Their actions allow international aid organizations to reach 

masses of refugees and an international commission to seek some sort 

of equitable settlement. On a local level, an Army task force 

suppresses terrorism and lawlessness so other government agencies 

can work freely with host-nation officials to restore self-sustaining 

governance. In each case, achieving stable peace requires expertise 

and capabilities beyond those developed in the military force. Every 

use of military force to restore stable peace requires the other three 

instruments of national power. Conversely, diplomatic, informational, 

and economic efforts to restore a stable peace are usually futile unless 

backed by effective military power, military power with global reach and 

endurance. In every campaign and major operation, success, as 

characterized by a stable peace, depends on unified action involving 

concerted efforts by multinational military and civilian partners.

The Army Staff, an executive component of the Department of the 

Army, exists to assist the Secretary of the Army in his/her 

responsibilities, and includes:

 Chief of Staff

 Vice Chief of Staff

 Director of the Army Staff

 Deputy Chiefs of Staff: G-1, Human Resources; G-2, 

Intelligence; G-3/5/7, Operations, Plans and Training; G-4, 

Logistics; G-6, Chief Information Officer; G-8, Programs

 Assistant Chief of Staff: Installation Management

 Special Staff

o Chief of Engineers

o Surgeon General
237

o Judge Advocate General

o Chief of Chaplains

o Chief, National Guard Bureau

o Chief, Army Reserve

o Provost Marshall General

Army Modernization

Land campaigns predominately involve the Army. During campaigns, 

Army forces combine offensive, defensive, and stability or civil support 

operations simultaneously as part of an interdependent joint force to 

seize, retain, and exploit the initiative, accepting prudent risk to create 

opportunities to achieve decisive results. The types of operations vary 

according to the JFC’s campaign design. The Army’s ability to conduct 

sustained operations allows it to preserve the gains achieved during 

joint operations. If necessary, the other instruments of national power 

can then be used to achieve the strategic objectives. Army forces are 

able to remain until the strategic goals are met, thus making permanent 

the effects of joint operations. 

Future conflicts, more than likely, will be joint expeditionary operations 

conducted with little-to-no warning, in austere theatres, and with 

incomplete planning information. Therefore, the cornerstone of Army 

capabilities is the Brigade Combat Team (BCT). BCTs are modular 

organizations that provide the division, Land Component Commander 

(LCC), or Joint Task Force (JTF) commander with close combat 

capabilities. BCTs are the primary organizations for fighting tactical 

engagements and battles. There are three types of BCTs:

 Heavy

 Infantry 

 Stryker

All BCTs include maneuver, fires, reconnaissance, sustainment, 

military intelligence, military police, signal, and engineer capabilities. 

BCTs often operate as part of a division. The division acts as a tactical 

headquarters that can control up to six BCTs in high- or mid-intensity 

combat operations, plus a number of supporting brigades. These 

supporting brigade types include the combat aviation brigade, the 

battlefield surveillance brigade (or the reconnaissance, surveillance 

and target acquisition brigade), the maneuver enhancement brigade, 

the fires brigades, and the sustainment brigade. These brigades 

support BCTs and carry out specific tasks in support of echelons above 

BCTs.
238

After ten years at war, the Army continues to confront a series of 

complex, dynamic, and unanticipated challenges to both our national 

security and the collective security of our allies and partners. These 

challenges are occurring in many forms and will be waged across the 

spectrum of conflict–ranging from peaceful competition to general war, 

and at all points in between, and in all domains: land, sea, air, space, 

and cyberspace. 

In this uncertain and dynamic environment, the Army’s mission 

endures: protect the Nation by providing ground forces to conduct 

prompt and sustained operations across the spectrum of conflict in 

support of combatant commanders and U.S. Code, Title 10 statutory 

requirements. To meet this requirement, the Army will: prevail in 

today’s wars, prevent and deter conflict, prepare to defeat adversaries 

and succeed in a wide range of contingencies, and preserve and 

enhance the All-Volunteer Force.

References:

 www.army.mil

 Field Manual (FM) 1, The Army (http://www.army.mil/fm1/) 

 2011 Army Strategic Planning Guidance 

(http://usarmy.vo.llnwd.net/e1/info/references/docs/2011%20A

SPG_25%20Mar_Signed.pdf) 

3.7.2 The Department of the Navy

Functions of the Department of the Navy

The Department of the Navy is composed of naval, land, 

air, space, and cyberspace forces, both combat and 

support, not otherwise assigned, to include those organic 

forces and capabilities necessary to operate, and support 

the Navy and Marine Corps, the other Military Services, and joint 

forces. The Navy and Marine Corps comprise the Nation’s principal 

maritime force. They employ the global reach, persistent presence 

through forward-stationed and rotationally-based forces, and 

operational flexibility to secure the Nation from direct attack; secure 

strategic access and retain global freedom of action; strengthen 

existing and emerging alliances and partnerships; establish favorable 

security conditions; deter aggression and violence by state, non-state, 

and individual actors and, should deterrence fail, prosecute the full 

range of military operations in support of U.S. national interests.

The functions of the Navy within the Department of the Navy are:

 The Navy, within the Department of the Navy, shall develop 
239

concepts, doctrine, tactics, techniques, and procedures and 

organize, train, equip, and provide forces. 

 Conduct offensive and defensive operations associated with 

the maritime domain including achieving and maintaining sea 

control, to include subsurface, surface, land, air, space, and 

cyberspace.

 Provide power projection through sea-based global strike, to 

include nuclear and conventional capabilities; interdiction and 

interception capabilities; maritime and/or littoral fires, to include 

naval surface fires; and close air support for ground forces. 

 Conduct ballistic missile defense. 

 Conduct riverine operations. 

 Establish, maintain, and defend sea bases in support of naval, 

amphibious, land, air, or other joint operations as directed. 

 Provide naval expeditionary logistics, to include joint sea 

bases, and provide sea transport for the Armed Forces other 

than that organic to the individual Military Services and 

USSOCOM. 

 Provide support for joint space operations to enhance naval 

operations, in coordination with the other Military Services, 

combatant commands, and U.S. Government departments and 

agencies. 

 Conduct nuclear operations in support of strategic deterrence, 

to include providing and maintaining nuclear surety and 

capabilities.

The functions of the Marine Corps within the Department of the 

Navy are:

 Pursuant to Section 5063 of Title 10 USC, the Marine Corps, 

within the Department of the Navy, shall develop concepts, 

doctrine, tactics, techniques, and procedures and organize, 

train, equip, and provide forces, normally employed as 

combined arms air ground task forces, to serve as an 

expeditionary force-in-readiness.

 Seize and defend advanced naval bases or lodgments to 

facilitate subsequent joint operations 

 Provide close air support for ground forces. 

 Conduct land and air operations essential to the prosecution of 

a naval campaign or as directed. 

 Conduct complex expeditionary operations in the urban littorals 

and other challenging environments. 

 Conduct amphibious operations, including engagement, crisis 

response, and power projection operations to assure access. 
240

The Marine Corps has primary responsibility for the 

development of amphibious doctrine, tactics, techniques, and 

equipment. 

 Conduct security and stability operations and assist with the 

initial establishment of a military government pending transfer 

of this responsibility to other authority. 

 Provide security detachments and units for service on armed 

vessels of the Navy, provide protection of naval property at 

naval stations and bases, provide security at designated U.S. 

embassies and consulates, and perform other such duties as 

the president or the SecDef may direct. These additional 

duties may not detract from or interfere with the operations for 

which the Marine Corps is primarily organized.

The functions of the Coast Guard when operating within the 

Department of the Navy are:

 As directed by the president, and in accordance with the 

Memorandum of Agreement between DOD and the 

Department of Homeland Security (DHS) on the use of Coast 

Guard Capabilities and Resources in Support of the National 

Military Strategy, the Department of the Navy shall coordinate 

with DHS regarding Coast Guard military functions in time of 

limited war or defense contingency, without transfer of Coast 

Guard authority to the Secretary of the Navy. As directed, the 

Department of the Navy will provide intelligence, logistical 

support, and specialized units to the Coast Guard, including 

designated ships and aircraft, for overseas deployment 

required by naval component commanders, maritime search 

and rescue, integrated port security, and coastal defense of the 

United States. The Coast Guard shall maintain a state of 

readiness to function as a specialized Military Service in the 

Department of the Navy in time of war or national emergency. 

If specified in a declaration of war by Congress or if directed by 

the president, the Coast Guard shall operate as a Military 

Service in the Department of the Navy, and shall continue to do 

so until the president transfers the Coast Guard back to DHS 

by Executive Order pursuant to Section 3 of Title 14 USC.

 The Coast Guard shall organize, train, equip, and provide 

forces to perform the following specific functions when 

providing direct or cooperative support to DOD: 

o Conduct coastal sea control, maritime and air 

interception, and interdiction operations. 

o Conduct maritime homeland security and 

counterterrorism operations. 
241

o Provide for port operations, security, and defense. 

o Provide maritime operational threat response. 

o Conduct counter-illicit trafficking operations. 

o Conduct military environmental response operations. 

o Conduct theater security cooperation operations. 

o Conduct search and rescue operations. 

o Conduct ice operations. 

o Provide for marine safety, including aids to navigation. 

 The Coast Guard will coordinate with DOD, including the 

Department of the Navy, to provide specialized Coast Guard 

units, or obtain Navy units, including designated ships and 

aircraft, for deployment as requested by Military Service 

component or joint commanders.

Organization

The Chief of Naval Operations (CNO) is the senior military officer in the 

Navy. The CNO is a four-star admiral and is responsible to the 

Secretary of the Navy for the command, utilization of resources and 

operating efficiency of the operating forces of the Navy and of the Navy 

shore activities assigned by the Secretary. A member of the Joint 

Chiefs of Staff, the CNO is the principal naval advisor to the president, 

the Secretary of Defense and the Secretary of the Navy on the conduct 

of war, and is the principal advisor and naval executive to the Secretary 

of the Navy on the conduct of naval activities of the Department of the 

Navy. Assistants are the Vice Chief of Naval Operations (VCNO), the 

Deputy Chiefs of Naval Operations (DCNOs) and a number of other 

ranking officers. These officers and their staffs are collectively known 

as the Office of the Chief of Naval Operations (OPNAV). OPNAV is 

organized as follows:

 Chief of Naval Operations (N00) 

 Vice Chief of Naval Operations (N09)

 Deputy Chiefs of Naval Operations for:

o DCNO Manpower, Personnel, Education and Training / 

Chief of Naval Personnel (N1)

o DCNO Information Dominance (N2/N6)

o DCNO Operations, Plans & Strategy (N3/N5)

o DCNO Fleet Readiness & Logistics (N4)

o DCNO Integration of Capabilities & Resources (N8)

 Assistant Chief of Naval Operations for:

o ACNO for Next Generation Enterprise Network System 

Program Office (NGEN SPO) 

 Directors or Chiefs of:

o Director, Navy Staff (DNS)

o Director, Naval Nuclear Propulsion Program (N00N)
242

o Director, Test and Evaluation and Technology 

Requirements (N091)

o Director, Quadrennial Defense Review Integration 

Group (Navy QDR)

o Chief of Navy Reserve (N095)

o Surgeon General (N093)

o Chief of Chaplains (N097)

o Master Chief Petty Officer of the Navy (MCPON)

The CNO also oversees the training and equipping of the operating 

forces, collectively known as the Fleet, with the exception of units of the 

Fleet Marine Forces (FMF) that fall under the purview of the 

Commandant of the Marine Corps. This oversight is conducted via the 

Commander, Fleet Forces Command (CFFC), a 4-star admiral 

principally assisted by three 3-star Type Commanders (TYCOMs): 

Commander, Naval Air Forces (COMNAVAIRFOR); Commander, 

Naval Surface Forces (COMNAVSURFOR); and Commander, Naval 

Submarine Forces (COMNAVSUBFOR). 

The United States depends upon transoceanic links (both commercial 

and military) to protect its strategic interests and to maintain 

relationships with allies and trading partners. The U.S. Navy and U.S. 

Marine Corps provide organized, trained and equipped forces to 

promote and defend U.S. national interests by maintaining maritime 

superiority; contributing to regional stability; conducting operations, on 

and from the sea; and providing logistic support to other forces. At the 

operational level of war, the JFC tasks the Navy-Marine Corps team to 

respond in a unilateral, joint or combined role. Naval forces can 

function within a JTF in two ways: as a Navy Service component (with 

or without Marine Corps units or forces), or as a joint force maritime 

component.

In October 2007, the CNO, the Commandant of the Marine Corps and 

the Commandant of the Coast Guard signed A Cooperative Strategy 

for 21st Century Seapower (CS-21). A subordinate document to CS21, Naval Operating Concepts 2010 (NOC 2010), describes when, 

where and how U.S. naval forces will contribute to preventing conflict 

and prevailing in war in order to guide Maritime Strategy 

implementation in a manner consistent with national strategy. 

These documents define the Naval Service as comprised of the Active 

and Reserve Components of the United States Navy, United States 

Marine Corps, and United States Coast Guard, operating in the 

maritime domain, consisting of the oceans, seas, bays, estuaries, 
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islands, coastal areas and the airspace above these, including the 

littorals. In this manner, the Naval Service provides the U.S. a multipurpose team whose capabilities are applicable across the range of 

military operations (ROMO). While most frequently employed to 

prevent conflict, the Naval Service is manned, trained and equipped to 

prevail in conflict. This approach is embodied as follows:

 The Sea as Maneuver Space 

Naval forces use the sea as maneuver space—it is the 

overarching concept of NOC 10. The Naval Service provides a 

sea-based force free from reliance on local ports and airfields. 

Naval forces continuously operate forward—and additional 

forces surge when necessary—to influence adversaries and 

project power. 

 Forward Presence 

The Naval Service employs globally distributed, missiontailored forces to accomplish a wide range of missions that 

promote stability, prevent crises and combat terrorism; while 

maintaining the capability to regionally concentrate credible 

combat power to protect U.S. vital interests; assure friends; 

and deter, dissuade, and if necessary, defeat adversaries. 

Persistent forward presence, generated through a combination 

of forward stationed and rotationally deployed naval forces, 

provides American policymakers with an expansive range of 

options to shape and respond to the security challenges of the 

21st century. 

 Maritime Security 

Global maritime security can only be achieved through the 

integration of national and regional maritime cooperation, 

awareness and response initiatives. To this end, 

unprecedented coordination among governments, the private 

sector, and multinational organizations; including naval and 

maritime security forces, is required. The Naval Service plays 

a critical role in facilitating this coordination, and is uniquely 

manned, trained and equipped to help allies and partners 

develop the maritime professionals, infrastructure, awareness 

and response capabilities that are a prerequisite for maritime 

security. 

 Humanitarian Assistance and Disaster Response (HA/DR) 

Operating without reliance on local ports and airfields ashore, 

both globally-distributed and regionally concentrated naval 

forces are ideally suited for HA/DR missions, either in the lead 

or in support of an international effort. Given their forward 

presence, inherent mobility and flexible capabilities, U.S. naval 

forces are frequently the “force of choice” for such missions. 
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 Sea Control 

Sea control is the foundation of seapower—the ability of U.S. 

naval forces to establish local and regional sea control is 

fundamental to exploiting the maritime domain as maneuver 

space, protecting critical sea lines of communication, and 

projecting and sustaining combat power overseas. Naval 

forces achieve sea control by neutralizing or destroying threats 

in the maritime, space and cyberspace domains that constrain 

our freedom to maneuver, conduct follow-on missions, or 

restore maritime security. 

 Power Projection 

Globally distributed, mission tailored naval forces and 

regionally concentrated naval forces both routinely project 

power. The character of a power projection operation reflects 

the mission and the operating environment—permissive, 

uncertain or hostile. Naval forces must accomplish three 

major, overlapping tasks to project power: 

o Gain and maintain operational access 

o Conduct littoral maneuver 

o Enable the arrival of Joint or multinational forces 

 Deterrence

Effective deterrence requires a comprehensive effort that 

includes all elements of national power. The Naval Service 

employs a broad set of capabilities to assure partners, 

dissuade adversaries, and deter or limit hostile action. These 

include continued nuclear and conventional combat 

preeminence, as well as new capabilities to deter evolving 

threats posed by an array of current and potential adversaries. 

 Force Structure 

The Naval Service is employed in a security environment 

characterized by an increasing number of concurrent, diverse 

nuclear, conventional and irregular challenges. To this end, 

the Naval Service is rebalancing its force structure to address 

the blue, green and brown water threats posed by very capable 

state adversaries, as well as the maritime security and irregular 

littoral challenges posed by both state and non-state 

adversaries. While armed conflicts between states occur 

infrequently, they are the greatest threat to the United States 

and demand sufficient numbers of technologically advanced 

“high-end” capabilities to ensure the United States can 

effectively deter, dissuade and if necessary defeat a peer 

competitor. 
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References: 

 DODD 5100.01

 www.navy.mil

 www.navy.mil/navydata/organization/org-cno.asp

 http://www.navy.mil/maritime/Maritimestrategy.pdf

 http://www.navy.mil/maritime/noc/NOC2010.pdf

3.7.3 The Marine Corps

Functions of the Marine Corps

Specific responsibilities of the Department of the Navy

toward the Marine Corps include the maintenance of not 

less than three combat divisions and three air wings and 

such other land combat, aviation, and other services as 

may be organic therein.

Some of the major functions of the Marine Corps are to:

 organize, train, and equip Fleet Marine Forces of combined 

arms, together with supporting air components, for service with 

the fleet in the seizure or defense of advanced naval bases and 

for the conduct of such land operations as may be essential to 

the prosecution of a naval campaign;

 furnish security detachments and organizations for service on 

naval vessels of the Navy;

 furnish security detachments for protection of naval property at 

naval stations and bases;

 perform other duties as the president may direct;

 develop landing force doctrines, tactics, techniques, and 

equipment that are of common interest to the Army and Marine 

Corps.

Organization

The Department of the Navy, led by the Secretary of the Navy 

(SECNAV), oversees both the Marine Corps and the Navy. The 

Headquarters, Marine Corps, in the executive part of the Department 

of the Navy, furnishes professional assistance to the Secretary of the 

Navy, accomplishes all Military Department support duties that deal 

with the Marine Corps, coordinates the action of Marine Corps 

organizations, prepares instructions for the execution of approved 

plans, and investigates and reports efficiency of the Marine Corps in 

support of combatant commands. The most senior Marine officer is the 

Commandant of the Marine Corps, responsible for organizing, 

recruiting, training, and equipping the Marine Corps so that it is ready 
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for operation under the command of the unified combatant 

commanders.

The Marine Corps is organized into four principal subdivisions: 

Headquarters Marine Corps (HQMC), the Operating Forces, the 

Supporting Establishment, and the Marine Forces Reserve 

(MARFORRES or USMCR). The Headquarters Marine Corps current 

organization includes the following:

 Commandant of the Marine Corps

 Assistant Commandant of the Marine Corps

 Director Marine Corps Staff

 Deputy Commandants for:

o Aviation

o Installation and Logistics

o Manpower and Reserve Affairs

o Plans, Policies and Operations

o Programs and Resources

 Assistant Commandant for Command, Control, 

Communications, Computers, and Intelligence (C4I)

The Operating Forces are further subdivided into three categories: 

Marine Corps Forces (MARFOR) assigned to unified commands, 

Marine Corps Security Forces guarding high-risk naval installations, 

and Marine Corps Security Guard detachments at American 

embassies. Under the "Forces for Unified Commands" memo, Marine 

Corps Forces are assigned to each of the regional unified commands 

at the discretion of the SecDef with the approval of the president. 

Since 1991, the Marine Corps has maintained component 

headquarters at each of the regional unified combatant commands.

Marine Corps Forces are further divided into Marine Forces Command 

(MARFORCOM) and Marine Forces Pacific (MARFORPAC), each 

headed by a Lieutenant General. MARFORCOM has operational 

control of the II Marine Expeditionary Force; MARFORPAC has 

operational control of the I Marine Expeditionary Force and III Marine 

Expeditionary Force.

The Supporting Establishment includes Marine Corps Combat 

Development Command (MCCDC), Marine Corps Recruit Depots, 

Marine Corps Logistics Command, Marine bases and air stations, 

Recruiting Command, and the Marine Band.

 Marine Expeditionary Force (MEF): The MEF is the principal 

war fighting element in the active force structure of the Marine 

Corps and is usually commanded by a lieutenant general. The 

size and composition of a deployed MEF varies depending on 
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the needs of the mission. 

 Marine Division: There are three Marine divisions in the 

active force and one in the reserve. It is the largest Marine 

ground combat organization of a MEF and is usually 

commanded by a major general. 

 Marine Expeditionary Brigade (MEB): A MEB, usually led by 

a brigadier general, is built around a reinforced infantry 

regiment, an aircraft group and a Service Support Group. 

Capable of rapid deployment and employment via amphibious 

or airlift methods, it is the first echelon of a Marine 

Expeditionary Force. 

 Marine Expeditionary Unit (MEU): The smallest task force 

unit, the MEU has approximately 2,200 personnel and is built 

around a reinforced infantry battalion, a composite aircraft 

squadron and a support group. It is commanded by a colonel 

and is routinely deployed with an Amphibious Ready Group. 

The ground element of a MEU is a Battalion Landing Team 

(BLT), comprised of a reinforced infantry battalion of 

approximately 1,200 Marines, including three Rifle Companies. 

The aviation unit of a MEU is a reinforced medium helicopter 

squadron. 

 Marine Aircraft Wing (MAW): The largest Marine aviation 

organization of the MEF, each MAW has a unique 

organizational structure and is commanded by a major general 

or brigadier general. 

 Marine Aircraft Group (MAG): Similar to an Air Force Wing 

and commanded by a colonel, a MAG is the smallest aviation 

unit that is designed for independent operations. 

Operating Forces

While the Marine Corps does not employ any unique combat arms, as 

a force it has the unique ability to rapidly deploy a combined-arms task 

force to almost anywhere in the world within days. The basic structure 

for all deployed units is a Marine Air-Ground Task Force (MAGTF) that 

integrates a ground combat element, an aviation combat element, and 

a logistics combat element combat component under a common 

command element. While the creation of joint commands under the 

Goldwater-Nichols Act has improved inter-Service coordination 

between the U.S. Military Services, the Corps' ability to permanently 

maintain integrated multi-element task forces under a single command 

provides a smoother implementation of combined-arms warfare 

principles.
248

Reference:

 DODD 5100.01, www.usmc.mil

3.7.4 The Department of the Air Force

The Air Force includes aviation and space forces, both 

combat and service, not otherwise assigned. The Air 

Force is responsible for the preparation of the air and 

space forces necessary for the effective prosecution of war 

and military operations short of war, except as otherwise 

assigned and, according to integrated joint mobilization plans, for the 

expansion of the peacetime components of the Air Force to meet the 

needs of war.

The U.S. Air Force is an integrated air and space force, which operates 

in a domain stretching from the earth’s surface into space. It is directed 

to “organize, train, equip, and provide forces for the conduct of prompt 

and sustained offensive and defensive combat operations in the air and 

space”; and for strategic air and missile warfare. To do this, the Air 

Force employs its air and space assets—globally and jointly—to 

achieve strategic, operational, and/or tactical objectives.

Primary Functions of the Air Force

 Organize, train, equip, and provide forces for the conduct of 

prompt and sustained offensive and defensive combat 

operations in the air and space—specifically, forces to defend 

the U.S. against air and space attack, gain and maintain 

general air and space supremacy, defeat enemy air and space 

forces, conduct space operations, control vital air areas, and 

establish local air and space superiority, except as otherwise 

assigned herein.

 Organize, train, equip, and provide interoperable forces for:

o appropriate air and missile defense and space control 

operations, including the provision of forces in 

accordance with joint doctrines.

o strategic air and missile warfare.

o joint amphibious, space, and airborne operations, in 

coordination with the other Military Services,

o close air support and air logistic support to the Army 

and other forces, including airlift, air and space 

support, resupply of airborne operations, aerial 

photography, tactical air reconnaissance, and air 

interdiction of enemy land forces and communications.
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o transport for the Armed Forces, except as otherwise 

assigned.

o in-flight refueling support of strategic operations and 

deployments of aircraft of the Armed Forces and Air 

Force tactical operations, except as otherwise 

assigned.

o operating air and space lines of communications.

o support and conduct of special operations.

o support and conduct of psychological operations.

 provide launch and space support for the Department of

Defense, except as otherwise assigned.

 develop, in coordination with the other Services, doctrines, 

procedures, and equipment employed by Air Force forces in 

the conduct of space operations. 

 provide equipment, forces, procedures, and doctrine necessary 

for the effective prosecution of electronic warfare operations 

and, as directed, support of other forces.

In recent years, the Air Force has restructured and reorganized under 

the Air Expeditionary Force (AEF) concept. In it, combat and mobility 

forces are organized into equal force packages, each with set 

deployment windows. There are also two on-call Air Expeditionary 

Wings (AEWs) to handle unexpected crises. The AEF concept allows 

personnel to plan for deployments, bringing some order to a world with 

increased operating tempo.

The Air Force will also form an Air and Space Expeditionary Task Force

(AETF) to support the JFC. The AETF is scalable in size and normally 

encompasses all USAF forces assigned or attached to the joint 

operation. Within the AETF, there will be AEWs, groups, and 

squadrons, and it will be task organized to meet the needs of the JFC

(similar to a MAGTF). These new organizations allow Air Force forces 

to function within a JTF in two different ways: as an Air Force Service 

component, or as a joint force air component.

The JFC designates a Joint Force Air Component Commander

(JFACC) based on the mission, his concept of operations, the missions 

assigned to subordinate commanders, forces available, duration and 

nature of joint air operations desired, and the degree of control of joint 

air operations required. The JFC assigns JFACC responsibilities to the 

component commander who has the preponderance of air assets and 

the ability to plan, task, and control joint air operations; typically this is 

the Air Force component commander. The U.S. Air Force possesses 

robust command and control assets and staffs to support the 
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significantly high sortie rates of a joint air tasking order. In smaller 

scale contingencies where the sortie rates are lower, the JFACC or 

Combined Forces Air Component Commander (CFACC) could be a 

Navy or Marine Corps aviator or flight officer.

The Air Staff, an executive part of the Department of the Air Force, 

assists the Secretary of the Air Force in carrying out his responsibilities 

and is organized as follows:

 Chief of Staff of the Air Force

 Vice Chief of Staff

 Deputy Chiefs of Staff for: Personnel, Installations and 

Logistics, Plans and Programs, Air and Space Operations

 Director of Headquarters, Communications and Information

 Assistant Chief of Staff for Intelligence

 Special Staff: 

o Surgeon General

o Judge Advocate General

o Chief of Chaplains

o Director Air National Guard

o Chief of Safety

o Director of Manpower and Organization

o Chief of Security Police

o Director of Programs and Evaluation

o Director of Test and Evaluation

o Civil Engineer

o Chief of Air Force Reserve

o Director of Morale, Welfare, Recreation and Services

o Air Force Historian

References:

 DODD 5100.01

 www.af.mil

3.7.5 The Coast Guard

Functions of the U.S. Coast Guard

Founded in 1790—and having participated in every 

American war since—the U.S. Coast Guard is an armed 

Service in all respects. It is multi-mission capable—

providing unique, complementary capabilities in support of 

the National Military Strategy. In recent combat operations, Coast 

Guard forces have provided a valuable capability to JFCs in maritime 

intercept operations, port operations and security, and coastal sea 

control. The Coast Guard may also perform its military functions in 
251

times of limited war or defense contingency, in support of naval 

component commanders, without transfer to the Department of the 

Navy.

The Coast Guard’s extensive peacetime responsibilities for coastal and 

port maritime functions and a variety of country-to-country operations 

provide broad-spectrum capabilities for responding to different threats 

and crises. The Coast Guard maintains a high state of readiness 

because of its responsibilities for the U.S. Maritime Defense Zones. 

Moreover, its operational capabilities figure importantly in:

 Small-scale contingencies,

 Humanitarian assistance efforts,

 in support of UN sanctions,

 Port security in overseas theaters,

 Other important crisis response contingencies.

Coast Guard tasks in the maritime aspects of major theater warfare 

include critical elements of naval operations in littoral regions: port 

security and safety, military environmental response, maritime 

interception, coastal sea control, and force protection.

On 1 March 2003, the Coast Guard was transferred to the Department 

of Homeland Security, the lead federal agency for maritime homeland 

security and defense. Its strategic objectives within their Maritime 

Strategy for Homeland Security consist of:

 Preventing terrorist attacks and terrorist exploitation within the 

U.S. maritime domain;

 Reducing America’s vulnerability to terrorism within the U.S.

maritime domain;

 Protecting U.S. population centers, critical infrastructure, 

maritime borders; and port coastal approaches, boundaries, 

and seams;

 Protecting the U.S. maritime transportation system, while 

preserving the U.S. maritime domain for legitimate pursuits;

 Minimizing the damage from terrorist attacks and managing the 

recovery in the U.S. maritime domain, as either the lead or a 

supporting agency.

The United States Coast Guard is a military, multi-mission, maritime 

service, with the power to arrest, within the Department of Homeland 

Security and one of the nation's five armed services. Its core roles are 

to protect the public, the environment, and U.S. economic and security 

interests in any maritime region in which those interests may be at risk, 
252

including international waters and America's coasts, ports, and inland 

waterways. 

The United States Coast Guard (USCG) is involved in maritime law, 

mariner assistance, and search and rescue, among other duties. The 

smallest armed U.S. service, its stated mission is to protect the public, 

the environment, and the United States economic and security interests 

in any maritime region in which those interests may be at risk, including 

international waters and America's coasts, ports, and inland waterways.

The USCG has a broad and important role in homeland security, law 

enforcement, search and rescue, marine environmental pollution 

response, and the maintenance of river, intra-coastal and offshore Aids

to Navigation (ATON). 

The Coast Guard has five fundamental roles: 

 Maritime Safety: Eliminate deaths, injuries, and property 

damage associated with maritime transportation, fishing, and 

recreational boating.

 Maritime Security: Protect America's maritime borders from 

all intrusions by: (a) halting the flow of illegal drugs, aliens, and 

contraband into the United States through maritime routes; (b) 

preventing illegal fishing; and (c) suppressing violations of 

federal law in the maritime arena.

 Maritime Mobility: Facilitate maritime commerce and 

eliminate interruptions and impediments to the efficient and 

economical movement of goods and people, while maximizing 

recreational access to and enjoyment of the water.

 National Defense: Defend the nation as one of the five U.S.

armed services. Enhance regional stability in support of the 

National Security Strategy, utilizing the Coast Guard’s unique 

and relevant maritime capabilities.

 Protection of Natural Resources: Eliminate environmental 

damage and the degradation of natural resources associated 

with maritime transportation, fishing, and recreational boating.

While these expanded duties have placed increased demands on the 

small Service, the Coast Guard received additional funding after 9/11, 

which allowed them to expand by 25 percent.

Currently, the Coast Guard is re-capitalizing its entire fleet in the largest 

acquisition program in its history—the Deepwater Project. This 

includes the purchase of 93 new cutters and 190 aircraft. Additionally, 
253

improvements in command and control, communication, computers, 

and intelligence capabilities will facilitate a network-centric operational 

doctrine, allowing the Coast Guard to integrate and operate in 

conjunction with all 21st century naval assets.

References:

 DODD 5100.01

 www.uscg.mil

3.8 Effective Participation in Exercise Preparation and 

Planning

Joint staff officers are involved in Joint Exercises, as planners or as 

participants. Either way, it is important to be familiar with the key Joint 

Training and Exercise processes and terminology. For more detailed 

information refer to Chairman Joint Chiefs of Staff Manual (CJCSM) 

3500.03B, the Joint Training Manual of the Armed Forces of the United 

States. 

3.8.1 Joint Training Overview

Combatant commanders ensure the readiness of forces assigned to 

their command. Combatant commanders provide authoritative 

direction over all aspects of military operations, joint training, and 

logistics within their commands; and coordination and approval of 

aspects of administration, support (including control of resources and 

equipment, internal organization, and training), and discipline 

necessary to carry out missions assigned to the command. Training is 

a key element of readiness. Military readiness is defined in two parts—

unit and joint. As defined in the DOD Dictionary of Military and

Associated Terms, readiness is:

The ability of U.S. military forces to fight and meet the demands 

of the national military strategy. Readiness is the synthesis of 

two distinct but interrelated levels:

(a.) unit readiness—This is derived from the ability of each unit 

to deliver the capabilities for which it is designed (core 

mission), and capabilities required to execute either a major 

plan or named operation.

(b.) joint readiness—The combatant commander's ability to 

integrate and synchronize ready combat and support forces to 

execute his or her assigned missions.
254

DOD components are required to use the processes of the Joint 

Training System (JTS) to develop training programs; plan, execute, and 

assess training based on Mission Essential Tasks (METs) that 

comprise the organization’s Joint or Agency Mission Essential Task List 

(J/AMETL); and determine training status input for readiness reporting. 

In accordance with CJCSI 3500.01F, Joint Training Policy And 

Guidance For The Armed Forces Of The United State, and DoDD 

7730.65, J/AMETLs must be developed using Universal Joint Tasks 

(UJTs) published within the Universal Joint Task List (UJTL), a menu of 

mission tasks in a common language. A Universal Joint Task (UJT) is 

an action or activity assigned to an individual or organization to provide 

a capability. Commanders and directors apply standards and 

conditions to tailor the universal joint task for their mission. Standards, 

defined as measures and criteria of performance, describe how well an 

organization must perform a task under a specific set of conditions. 

The methodology and processes of the JTS are designed to improve 

the CJCS and combatant command joint operational readiness linking 

joint plans, joint training, and joint readiness to Joint Mission Essential 

Task List (JMETL) by identifying mission-based training requirements, 

selecting tasks from the Universal Joint Task List (UJTL), creating 

standards, developing Joint Training Plans (JTPs) to support these 

requirements, executing planned training events, and assessing 

training proficiencies.

All personnel and components train on their METs to established 

standards to provide the capabilities that support the combatant 

commanders and the Joint Operations Concepts across all phases of 

Joint Campaigns and throughout the spectrum of service, joint, 

interagency, intergovernmental, and multinational operations.

DOD uses the JTS in supporting the president’s National Exercise 

Program (NEP). The NEP consists of annual operations-based 

exercises, either a functional Command Post Exercise (CPX) or a Full 

Scale Exercise (FSE), involving cabinet and presidential participation. 

The NEP is congressionally directed whole of government exercises 

focused on homeland security and incident response activities; senior 

level participation is key. DOD participates in the NEP through the 

Chairman’s Exercise Program (CEP), which is the only dedicated 

means for the CJCS, through the Joint Staff, to coordinate interagency

and combatant command participation in strategic-national level joint 

exercises. The Joint Exercise Program (JEP) is the principal means for 

achieving joint and multinational/combined training and a key 

component of the JTS. JEP and CEP events are listed in the Joint 

Training Information Management System (JTIMS) and are resourced 
255

by the Joint Staff, Services, and United States Special Operations 

Command (USSOCOM). 

Combatant commanders must synchronize the command’s joint 

training programs, Security Cooperation Plans (SCPs), Service 

component training programs, as well as external support from other 

combatant commands, Combatant Support Agencies (CSAs), and 

supporting joint organizations. 

Types of Joint Training

Joint learning encompasses training, education, and self-development. 

Each element of joint training must be matched with the appropriate 

training methods, requirements, and audiences: 

 Individual Joint Training: Training that prepares individuals 

to perform their job or to operate uniquely joint systems. 

Individual staff training ensures that individuals know, are 

proficient in, and have the joint competencies and skills to 

apply joint doctrine and procedures necessary to function as 

staff members. 

 Staff Joint Training: Joint individual or collective training 

conducted by an organization’s or operational unit’s staff. 

 Collective Joint Training: Instruction and applied exercises 

that prepare an organizational team to complete required tasks 

as a unit.

The Universal Joint Task List (UJTL)

The Chairman of the Joint Chiefs of Staff’s UJTL Program is managed 

and executed by the Joint Staff J7 UJTL Program Manager (PM). 

Understanding the UJTL Program and its developmental processes is 

necessary to effectively interact with the joint community and 

participate in joint processes. The UJTL serves as a library of mission 

tasks in a common “universal” language, and functions as the 

foundation for planning, readiness reporting, joint training, and joint 

military operations across the range of military operations. The UJTL 

enables retrieval of information related to specific task 

accomplishments, allowing users to review planning, training, 

readiness, and lessons learned. Further, the UJTL supports the 

Department of Defense in joint capabilities-based planning, joint force 

development, experimentation, joint lessons learned, joint training and 

education. Knowledge of the UJTL process is vital when working with 

readiness and training communities abroad.

The UJTL Development Community (UDC) has designated 

representatives (referred to as Organizational Points of Contact-
256

OPOCs), from the Joint Staff, combatant commands and components, 

Services, joint organizations, the National Guard Bureau (NGB) and 

Combat Support Agencies (CSAs). The OPOCs provide UJTL 

development, support, management, and education for their 

organizations and are also responsible for submitting new 

organizational candidates and change requests within the UJTL Task 

Development Tool (UTDT). OPOCs meet biannually at the Worldwide 

Joint Training and Scheduling Conference (WJTSC) as members of the 

UJTL Users Advisory Group (UUAG). 

 UJTL Relationship to Joint/Agency Mission 

Essential Task Lists (J/AMETLs)

Entries to the joint/agency mission-essential task list 

(J/AMETL) are those selected by a commander/director to 

accomplish an assigned or anticipated mission. Following 

mission analysis, commanders/directors select tasks from the 

published UJTL database for their respective J/AMETL, in 

accordance with CJCSI 3500.01 and DoDD 7730.65. UJTs 

selected from the UJTL for a joint or agency mission are called 

“mission essential tasks” (METs) and are tailored by the 

organization for its mission by applying relevant standards and 

conditions. Standards are the minimum level of acceptable 

performance directed by the commander for a given task and 

consist of a description (referred to as measure) and criterion 

(minimum level/value of performance). The UJTL provides 

sample measures for each task, but organizations may also 

develop their own. Conditions are variables in relation to the 

prevailing military, civil, and physical environments impacting 

the execution of the task. A menu of conditions is located on 

the Joint Doctrine, Education, and Training Electronic 

Information System (JDEIS) UJTL Portal. Thus, a UJT is a 

“universal” task—adaptable and adjustable to describe the 

mission requirements of any appropriate organization through 

the application of tailored conditions and standards.

 UJTL Linkage to the Joint Training System (JTS) DOD 

components are required to use the processes of the Joint 

Training System (JTS) to develop training programs; plan, 

execute, and assess training based on METs that comprise the 

organization’s J/AMETL; and determine training status input for 

readiness reporting. A UJT is an action or activity assigned to 

an individual or organization to provide a capability. 

Commanders and directors apply a JMETL by identifying 

mission-based training requirements, selecting tasks from the 

UJTL, creating standards, developing joint training plans

(JTPs) to support these requirements, executing planned 
257

training events, and assessing training proficiencies.

For more on the UJTL Development Process go to the following 

references:

 UJTL Policy: CJCSI 3500.02

 UJT Manual: CJCSM 3500.04

To review or search the UJTL, menu of conditions and measures, go to 

the following links:

 JDEIS UJTL Portal (SIPR)*: 

http://jdeis.js.smil.mil/jdeis/index.jsp

 JDEIS UJTL Portal (NIPR)*: https://jdeis.js.mil/jdeis/index.jsp

Joint Training Information Management System (JTIMS)

JTIMS is designed to assist combatant commanders and Services in

managing their joint training programs. JTIMS software automates 

elements of the four phases of the JTS with the Universal Joint Task 

List (UJTL) as the common language. It is available to all government 

users via SIPRnet and will be available to selected users on the 

NIPRnet.

JTIMS is an important tool that automates and supports the JTS in data 

gathering, alignment, priority ranking, and coordination of resources. 

The Joint Staff, J7, vision of JTIMS is two-fold: 

 Provide advanced information management technology that 

provides the capability to plan, manage, execute, and assess 

mission-based training.

 Enable on-demand access to appropriate information relating 

to doctrine, organization, training, materiel, leadership and 

education, personnel, and facilities (DOTMLPF), and other 

resources through integration of data that is transparent to the 

functional user.

The JTIMS mission is to: 

 Support the joint community with a suite of tools that supports 

an organization's capability to identify, collect, analyze, store, 

and disseminate data required to execute the Chairman of the 

Joint Chiefs of Staff (CJCS) JTS.

 Identify functional automation requirements needed for 

improvements to the existing software to support the JTS in 

support of joint training readiness; and

 Identify future requirements for the integration of JTIMS data 

into other joint information systems.

 Note: The Defense Readiness Reporting System (DRRS) and 
258

the Joint Doctrine, Education, and Training Electronic 

Information System (JDEIS) are examples of systems that are

integrated with JTIMS.

Resource: JTIMS Guide http://www.jtimsguide.us/introduction.html#

3.8.2 Joint Training System (JTS) Overview

The JTS is a 4-phased methodology that aligns training strategy with 

assigned missions to produce trained and ready individuals, units, and 

staffs. The procedures are designed to assist commanders at all 

echelons in: defining the required level of individual, collective, and 

staff performance; determining the current level(s) of performance; 

executing training programs to improve performance; and finally, 

assessing those levels of performance relative to the required level. 

The JTS provides data related to Doctrine, Organization, Training, 

Materiel, Leadership and Education, Personnel, and Facilities 

(DOTMLPF). A complete readiness assessment must include all 

DOTMLPF elements. In short, the JTS addresses the “training 

readiness” of a military capability.

Figure 48: The Joint Training System

The JTS (Figure 48) provides an integrated, requirements-based 

methodology for aligning joint training programs with assigned 

missions, consistent with command priorities and available resources. 
259

JTIMS, an integral part of the JTS supports each phase of the process:

 Phase I (Requirements): In this phase, the capabilities 

required of joint force organizations to accomplish their 

assigned missions are identified in terms of mission essential 

tasks (METs), conditions, standards, and organizations.

JTIMS supports linkage to DRRS/ESORTS. Combatant 

commanders’, Service component commanders’, Combat 

Support Agencies’, and subordinate joint force commanders’ 

Joint/Agency Mission Essential Task Lists (J/A/METLs) are 

developed in ESORTS and imported into the JTIMS.

 Phase II (Plans): In this phase, the commands and CSAs 

develop their Joint and/or Agency Training Plans (J/ATPs) 

defining their training requirements, and containing the 

preliminary development of training event design, estimation 

and scheduling of resources, and general timelines of training 

events.

JTIMS supports the preparation of Joint Force Commanders’; 

supporting commanders’ and CSAs’ integrated Joint/Agency 

Training Plan (J/ATP). It also supports the collaborative 

development/production of global and local joint training 

schedules to include an online scheduling and deconfliction 

application. Finally, JTIMS automates the initial development 

of Joint Training Events (to include Joint Exercises).

 Phase III (Execution): In this phase, the detailed event 

planning and resource scheduling are finalized and the planned 

events are executed, evaluated, and the results reported. This 

phase will be covered in more detail next.

JTIMS supports training event planning, coordination, 

execution, review and analysis. It will automate the Joint Event 

Life Cycle (JELC) down to the Joint Task Force (JTF) 

component and unit level. This will include stand-alone

capabilities to support execution (i.e. Joint Master Scenario 

Event List (JMSEL) and Observation Collection).

 Phase IV (Assessment): In this phase, the Commander/

Director reviews joint training performance relative to mission 

Joint and/or Agency Mission Essential Task (J/AMET) 

requirements to produce both Task Proficiency Assessments 

(TPAs) and Mission Training Assessments (MTAs). This 
260

training assessment provides input to Joint and/or Agency 

Mission Essential Task List (J/AMETL) refinement, JTP

adjustment, and other data users as shown in the figure.

JTIMS supports assessment of joint training events by 

automating combatant command, supporting command, CSA 

and the National Guard’s ability to produce Training Proficiency 

Assessments (TPAs), derived from the Training Proficiency 

Evaluations (TPEs) from the Execution Phase. JTIMS will then 

export TPA information to the DRRS training tab and in support 

of Mission Training Assessment (MTA) development.

Joint staff officers will be more directly involved with Phase III 

(Execution). The following information will provide a basic 

understanding of what is required of you in this activity:

 Introduction: Within the JTS, joint training events are 

conducted in Phase III (Execution) to achieve the 

requirements-based combatant command, CSA or supporting 

unit annual training objectives derived in Phase II (Plans). 

Upon completion of each training event during Phase III, 

observations are analyzed and evaluated to determine if event 

training objectives were met and how they apply to overall 

combatant command, CSA or supporting unit training 

objectives. Issues, lessons learned, and observations are also 

identified during each training event. The products of Phase III 

are used in Phase IV (Assessment) to determine whether a 

combatant command is trained to perform the required mission 

capabilities, defined by JMETs, to standard. This assessment 

is then used to plan for the next training cycle, to support joint 

readiness reporting, to identify procedural practical solutions, 

and to support issue identification and resolution. The building 

block approach to prepare for joint training events by Service 

components, CSAs, and other supporting organizations 

supports evaluation and assessment at each successive level 

so that subordinate commanders can evaluate their 

preparedness for joint training events and combatant 

commander missions.

 Purpose: This section describes the methodology for 

designing, planning, preparing, executing, analyzing, 

evaluating, and reporting training events. Academic and/or 

exercise methods are used to support each training event. 

 Discrete events are orchestrated using the J/ATP: 

Pertinent lessons learned are used to identify areas for 

additional emphasis or revision following publication of the JTP. 
261

The processes, whether academic or exercise, support the 

training requirements and provide the following output: Task 

Performance Observations (TPOs), Training Proficiency 

Evaluations (TPEs), and Doctrine, Organization, Training, 

Materiel, Leadership and Education, Personnel, and Facilities

(DOTMLPF) issues which reflect successes or opportunities for 

training improvement. 

 Academic Instruction: Academic instruction is conducted 

either as stand-alone events or as a precursor, often in a 

building block approach, in preparation for a larger event such 

as an exercise. This method should be selected if the desired 

outcome is one of the following: moving from a current level of 

knowledge to a higher level; filling gaps in knowledge from 

previous knowledge level; or achieving the ability to apply the 

knowledge. A Learning Management System (LMS) can be 

used to track the progress of individuals to prepare them for 

formal academics.

 Joint Exercises and Events: Joint exercises are 

characteristically resource-intensive (time, personnel, and 

equipment), requiring extensive coordination and preparation. 

However, exercises provide a valuable venue for collective 

training.

 Joint Event Life Cycle (JELC): Often, large exercises and 

joint training events are designed, planned, executed, and 

evaluated using the JELC as a flexible guide that can be 

modified to apply to various levels of joint event intensity. The 

JELC, not to be confused with the four phases of the JTS, 

provides an orderly sequence of the inputs, process steps, and 

outputs necessary to assure successful execution for any size 

training event. The JELC provides a methodology for jointevent development, resident within Phase III (Execution). The 

JELC (Figure 49) consists of five stages: design; planning; 

preparation; execution; and analysis, evaluation, and reporting. 

A series of event-planning conferences or collaborative 

sessions provide discrete breakpoints between each stage. In 

practice, the JELC “flows” as a nearly continuous process from 

one stage to the next, and the boundaries between stages 

become nearly indistinguishable. 

The individual JELC stages are briefly described in the following 

paragraphs and reflect the methodology used to conduct an exercise 

supported by a computer simulation. The JELC, however, provides 

sufficient flexibility for exercise and event planners to modify the 

process as needed to meet specific training requirements. Given the 
262

complexity of the JELC, the JTIMS provides assistance in JELC 

management, and the JTIMS execution phase includes many of these 

activities to include MSEL and observation collection tool automation.

Figure 49: Joint Event Life Cycle

o Design Stage. The design stage commences with 

preparations for, and completion of, the Concept 

Development Conference (CDC) and ends following the 

Initial Planning Conference (IPC). Most activities span all 

facets of the design stage. A formal CDC is conducted at 

the discretion of the combatant command’s Event Team 

Leader (ETL). Key outcomes of the design phase are 

exercise objectives, training objectives, training audience 

and support identification, proposed command and control 

architecture (exercise control and participant command 

support requirements), event flow, and scenario and/or 

environment. 

o Planning Stage. The planning stage officially begins 

following conclusion of the IPC and ends with completion 

of the Main Planning Conference (MPC). In addition, this 

stage normally includes the Master Scenario Event List 

(MSEL) development conference. During this stage, 

approved products from the CDC and IPC are presented, 

an exercise directive is drafted, concepts and supporting 

plans are developed and finalized, MOAs (if required) 

between supported command and supporting agencies are 

signed, database build begins, and a site survey is 

conducted. In addition, MSEL development process is 

initiated and the MSEL development conference 

completed. A MSEL is a collection of pre-scripted events 

Design 

Stage

Planning

Stage

Preparation

Stage Execution

Stage

Evaluation,

Analysis 

& Reports

Stage

Joint 

Event 

Life 

Cycle
263

intended to guide an exercise toward specific outcomes. 

o Preparation Stage. Completion of the MPC ends the 

planning stage and initiates the preparation stage. During

this stage, the exercise concepts, exercise directive, 

supporting plans, MSEL, and training plans are finalized, 

approved, and published; the Time-Phased Force 

Deployment Document (TPFDD) is ready for validation; 

and the construct of the mini-exercise is completed. The 

exercise milestones are reviewed and dates are set for 

additional database tests in JTIMS. The exercise control 

plan is completed. The Final Planning Conference (FPC) 

is convened to confirm completion of all required 

milestones prior to Start of Exercise (STARTEX) and/or 

event and to distribute the required plans and orders. 

Following the FPC, the site is prepared, training is 

conducted, and a final modeling and simulation testing is 

completed as necessary. 

o Execution Stage. The execution stage begins with 

deployment to the joint exercise or event site and ends with 

the facilitated After Action (AAR) and End of Exercise 

(ENDEX) or event activities. Redeployment normally 

indicates the transition from execution to the final stage: 

analysis, evaluation, and reporting (Stage 5). Both 

deployment and redeployment are often phased depending 

on the number and complexity of setup and takedown 

functions that need to be performed. During the execution 

stage, final preparations are made at the exercise site—

including communications and simulation setup and checks 

and various execution rehearsals. The actual exercise, 

including participant training when required, is conducted. 

The JTIMS JMSEL module will assist with exercise 

execution and will require 24 hour technical support to 

respond to any disruptions that might preclude exercise 

success. Following ENDEX, the facilitated AAR is 

convened for the benefit of the training audience. 

(Generally, the AAR is considered an extension of the 

training process.) Redeployment of equipment and 

personnel marks the official conclusion of the execution 

stage.

o Analysis, Evaluation, and Reporting. Stage 5 completes 

the JELC. The evaluation stage begins with redeployment 

and ends when finalized data and products are distributed 

to the end users, to include feedback into the Joint Training 

Plan (JTP). Upon completion of redeployment and 
264

equipment recovery, all exercise and event information 

(observations, documents, model applicable data, 

discussion at the facilitated AAR, etc.) is analyzed, 

evaluations are determined, where appropriate, and 

entered into JTIMS, and written reports (such as the 

commander’s summary report and the AAR) are prepared. 

The products, in turn, are used to feed Phase IV 

(Assessment) of the JTS/JTIMS and JLLIS. The operative 

construct for the JELC is not a closed loop, but a spiral that 

moves forward in a process of continual learning, growth, 

and improvement for the joint community. 

Summary. Discrete events identified in the JTP are conducted in the 

JTS execution phase. Execution of academic and exercise events 

provides the opportunity to train and verify the training audiences are 

trained to the proficiency levels identified in Phase II (Plans). 

Execution of a training event follows the same methodology that 

supports the JTS. The products from all events are aggregated to 

support assessment in Phase IV (Assessment).
265

Section 4. Critical Mission Areas for the 21st Century 

A secure United States homeland is the nation’s first priority, and is a 

fundamental aspect of the national military strategy. It is also essential 

to America’s ability to project power, sustain a global military presence, 

and honor its global security commitments. The military will continue to 

play a vital role in securing the homeland through the execution of 

Homeland Defense (HD) and Civil Support (CS) missions. Department 

of Defense (DOD) contributes to Homeland Security (HS) by 

conducting HD operations overseas and in the approaches to the U.S., 

and by providing CS for disasters and declared emergencies, to 

designated Law Enforcement Agencies (LEAs), and to other activities. 

DOD Emergency Preparedness (EP) contributes to HD and CS 

missions since it includes all measures to be taken by DOD in advance 

of an emergency to reduce the loss of life and property and to protect 

our nation’s institutions.

Likewise, to support U.S. interests around the world and sustain a 

global environment compatible with those interests, it is essential for 

the U.S. military to be prepared to conduct Foreign Humanitarian 

Assistance (FHA). FHA consists of DOD activities, normally in support 

of the United States Agency for International Development (USAID) or 

Department of State (DOS), conducted outside the United States, its 

territories, and possessions to relieve or reduce human suffering, 

disease, hunger, or privation as result of natural or man-made disasters 

or endemic conditions. The foreign assistance provided is designed to 

supplement or complement the efforts of the Host Nation (HN) civil 

authorities or agencies that may have the primary responsibility for 

providing that assistance. Military organization, structure, and 

readiness enable commanders to respond rapidly and effectively when 

time is of the essence.

Preparation for and execution of operations in both of these critical 

mission areas can be expected to continue to be of utmost importance 

to the Joint Staff Officer.

4.1 Civil Support 

The military plays a vital role in the execution of HD and CS missions. 

CS capabilities are derived from DOD warfighting capabilities that could 

be applied to foreign/domestic assistance or law enforcement support 
266

missions. CS focuses in a domestic context, but extends beyond the 

standard domestic definition. DOD contributes to HS by conducting HD 

operations overseas and in the approaches to the U.S., and by 

providing CS for disasters and declared emergencies, to designated 

law enforcement agencies, and to other activities. DOD emergency 

preparedness contributes to HD and CS missions since it includes all 

measures to be taken by DOD in advance of an emergency to reduce 

the loss of life and property and to protect our nation’s institutions. 

While the HD and CS missions are distinct, some department roles and 

responsibilities overlap, and operations require extensive coordination 

between lead and supporting agencies. The HD, CS, and HS missions 

are separate, but have areas where roles and responsibilities may 

overlap and/or lead and supporting roles may transition between 

organizations. DOD serves as the federal department with lead 

responsibility for HD, which may be executed by DOD alone or include 

support provided to DOD by other agencies. CS is the overarching 

term for DOD’s support to civilian authorities. DOD’s role in the CS 

mission consists of support to U.S. civil authorities [Department of 

Homeland Security (DHS) or other agency] for domestic emergencies 

and for designated law enforcement and other activities. HD and CS 

operations may occur in parallel and require extensive integration and 

synchronization. In addition, operations may transition from HD to CS 

to HS and vice versa with the lead depending on the situation and U.S. 

Government’s desired outcome. 

Management of Domestic Incidents

The National Response Framework (NRF) was a result of Homeland 

Security Presidential Directive-5, Management of Domestic Incidents 

and is a single, comprehensive approach to domestic incident 

management built on the template of the National Incident 

Management System (NIMS). The NRF is an all-hazards approach 

that provides the structure and mechanisms for national-level policy 

and operational direction for incident management to ensure timely and 

effective federal support. The NRF is applicable to all federal 

departments and agencies that have primary jurisdiction for or 

participate in operations requiring coordinated federal response. The 

NRF identifies how federal departments and agencies will respond to 

state, tribal, and/or local Requests for Assistance (RFAs). A basic 

premise of both the NIMS and the NRF is that incidents are generally 

handled at the lowest jurisdictional level possible. The NRF is 

coordinated and managed by the Federal Emergency Management 

Agency (FEMA). The overall coordination of federal incident 

management activities is executed through the Secretary of Homeland 

Security. NIMS is a consistent doctrinal framework for incident 
267

management at all jurisdictional levels. It includes a core set of 

concepts, principles, terminology, and technologies covering the 

incident command system; multiagency coordination systems; unified 

command; training; identification and management of resources 

(including systems for classifying types of resources); qualifications and 

certification; and the collection, tracking, and reporting of incident 

information and incident resources. 

Department of Defense Operational Environment

Because the public, media, and perhaps local and state officials, may 

not clearly understand constitutional limits, expectations must be 

managed and communicated. Military units tasked to support civil 

authorities during domestic disasters enable rapid and effective 

response operations that limit loss of life, mitigate suffering, and curtail 

further significant property damage. The challenge remains integrating 

military and civil capabilities within a disaster stricken operating 

environment with little intact infrastructure while urgently and efficiently 

executing relief operations. Authority over and control of DOD 

forces/capabilities shall be maintained by the president, as commander 

in chief, through the Secretary of Defense (SecDef) and the chain of 

command as established by law. When emergency conditions dictate, 

and when time does not permit approval from higher headquarters, 

local military commanders and responsible DOD component officials 

are authorized to respond to requests from local authorities and to 

initiate immediate response actions to save lives, prevent human 

suffering, or mitigate great property damage under imminently serious 

conditions. 

Requests for Assistance

The Robert T. Stafford Disaster Relief and Emergency Assistance Act 

(Public Law 93-288) (Title 42 U.S. Code, Section 5121), authorizes the 

Federal Government to help state and local governments alleviate the 

suffering and damage caused by disasters. Requests for DOD 

assistance may occur under Stafford Act or non-Stafford Act 

conditions. 

A Stafford Act incident is one in which state and local authorities 

declare a state of emergency and request federal assistance. This 

type of emergency is an incident of national significance for which the 

Stafford Act establishes programs and processes for the Federal 

Government to provide major disaster and emergency assistance to 

states, local governments, tribal nations, individuals, and qualified 

private nonprofit organizations. 
268

A non-Stafford Act incident is essentially all of the other emergencies 

that occur each year and do not necessarily overwhelm state and local 

authorities and where the event would benefit from federal assistance 

and coordination. The Secretary of Homeland Security is responsible 

for overall coordination of Federal Stafford and non-Stafford incident 

management activities. 

Request for Assistance Process

Federal agencies or state governors request DOD capabilities to 

support their emergency response efforts by using a formal RFA

process. How DOD handles RFAs depends on various factors, such 

as: Stafford Act or non-Stafford Act situation, urgency of the incident, 

establishment of a joint field office, if a Defense Coordinating Officer

(DCO) or joint task force has been appointed, and originator of the 

request (incident command, state, regional, or national). In general, 

the federal coordinating officer at the incident site receives RFAs from 

civil authorities and submits them to the Office of the Executive 

Secretary of the Department of Defense, who forwards them to the 

Assistant SecDef for Homeland Defense and Americas' Security Affairs 

[ASD(HD&ASA)] and the Joint Director of Military Support for validation 

and order processing, respectively. When a DCO is at the incident site, 

RFAs are submitted directly to ASD(HD&ASA). Once the SecDef 

approves the request, an order is issued to combatant commands, 

Services, and/or agencies to accomplish the mission. 

Immediate Response

Under imminently serious conditions, when time does not permit 

approval from higher headquarters, any local military commander, or 

responsible officials of other DOD components may, subject to any 

supplemental direction provided by their higher headquarters, and in 

response to a request from civil authorities, provide immediate

response to save lives, prevent human suffering, or mitigate great 

property damage. Immediate response is situation-specific and may or 

may not be associated with a declared or undeclared disaster, civil 

emergency, or attack. 

Categories and Types of Civil Support Operations

CS operations are divided into three broad categories of domestic 

emergencies, designated law enforcement support, and other activities, 

based on the CS definition. These categories, in many cases, can 

overlap or be in effect simultaneously, depending on the particular 

circumstances of the incident. Under the categories, there are broad 

types of CS missions as described below: 
269

 Disasters and Declared Emergencies: DOD support in a 

domestic disaster or a presidential declaration of emergency is 

in support of the primary or coordinating agency(ies). Military 

commanders and responsible DOD civilians may, under certain 

conditions, respond under immediate response authority in 

order to save lives, prevent suffering, and mitigate great 

property damage under imminently serious conditions. Without 

a disaster declaration, the president may also direct DOD to 

support the response to a disaster or emergency for a period 

not to exceed 10 days.

 Support and/or Restore Public Health and Services, and 

Civil Order: DOD support and/or assistance in restoring public 

health and services, and civil order may include augmentation 

of local first responders and equipment. It may include law 

enforcement support, continuity of operations/continuity of 

government measures to restore essential government 

services, protect public health and safety, and provide 

emergency relief to affected governments, businesses, and 

individuals. Responses occur under the primary jurisdiction of 

the affected state and local government, and the Federal 

Government provides assistance when required. When 

situations are beyond the capability of the state, the governor 

requests federal assistance through the president. 

 National Special Security Events: Special events are 

categorized by the DHS Special Events Working Group

(SEWG). Usually, other military operations will have priority 

over these missions, unless directed otherwise by the SecDef. 

These events will be assigned a priority by the SEWG and will 

normally be monitored by the combatant command responsible 

for the area of responsibility in which they are conducted. 

National Special Security Event (NSSE) is a designation given 

to certain special events that, by virtue of their political, 

economic, social, or religious significance, may be the target of 

terrorism or other criminal activity. The Secretary of Homeland 

Security, after consultation with the Homeland Security 

Council, is responsible for designating special events as 

NSSEs. 

 Periodic Planned Support: Periodic planned support is 

conducted to enhance civil military relations within local 

communities. Military involvement could include: sensitive 

support operations; military training exchanges; community 

relations; military laboratory support and/or testing and 

evaluation in DOD facilities; military working dog support; 

support provided to the U.S. Secret Service; Civil Air Patrol/Air 
270

Force Auxiliary support; aerial damage assessment; and, 

civilian critical infrastructure protection. 

References:

 Joint Pub 3-28, Civil Support

(http://www.dtic.mil/doctrine/new_pubs/jp3_28.pdf) 

4.2 Foreign Humanitarian Assistance

The following is an extract from JP 3-29, Foreign Humanitarian 

Assistance (2009): 

Foreign humanitarian assistance (FHA) consists of Department of 

Defense (DOD) activities, normally in support of the United States 

Agency for International Development (USAID) or Department of 

State (DOS), conducted outside the United States, its territories, 

and possessions to relieve or reduce human suffering, disease, 

hunger, or privation. While, U.S. military forces are not the primary 

U.S. Government (USG) means of providing FHA, the foreign 

assistance they are tasked to provide is designed to supplement or 

complement the efforts of the host nation (HN) civil authorities or 

agencies that may have the primary responsibility for providing that 

assistance.

DOD has unique assets for effective response and can play a key 

role in foreign humanitarian crises. For example, the U.S. military 

possesses exceptional operational reach that can be employed to 

enhance an initial response. Additionally, the U.S. military 

augments private sector capability and thus limits threats to 

regional stability. Furthermore, the U.S. military’s unmatched 

capabilities in logistics, command and control (C2), 

communications, and mobility are able to provide rapid and robust 

response to dynamic and evolving situations among vastly different 

military, civilian, and government entities.

FHA operations require coordination and collaboration among 

many agencies, both governmental and nongovernmental, with 

U.S. military forces when tasked in a supporting role. Because 

DOD is in a supporting role during FHA, the joint force commander 

may not be responsible for determining the mission or specifying 

the participating agencies. During FHA operations unity of 

command may not be possible, but the requirement for unity of 

effort becomes paramount.
271

Statutory authority for USG agencies to provide FHA is contained 

in the Foreign Assistance Act of 1961, as amended, in Title 22, 

U.S. Code. This legislation provides a blueprint for USG 

engagement with friendly nations. DOD Directive 5100.46, 

Foreign Disaster Relief, establishes policy and provides for 

component participation in foreign disaster relief operations only 

after a determination is made by DOS that foreign disaster relief 

shall be provided.

Relief missions include prompt aid that can be used to alleviate 

the suffering of disaster victims. Potential relief roles for U.S. 

forces include immediate response to prevent loss of life and 

destruction of property, construction of basic sanitation facilities 

and shelters, and provision of food and medical care.

Dislocated civilian support missions are specifically designed to 

support the assistance and protection for dislocated civilians. 

Support missions may include camp organization (basic 

construction and administration); provision of care (food, supplies, 

medical attention, and protection); and placement (movement or 

relocation to other countries, camps, and locations).

Security missions may include establishing and maintaining 

conditions for the provision of FHA by organizations of the world 

relief community. In some cases, the affected country will not be 

able to meet the required conditions and may request assistance 

from U.S. military forces to secure areas for storage of relief 

material until it can be distributed to the affected population. Other 

tasks may involve providing protection and armed escorts for 

convoys and personnel delivering emergency aid, protection of 

shelters for dislocated civilians, and security for multinational 

forces, NGOs, and intergovernmental organizations (IGOs).

Technical assistance and support functions may take the form of 

advice and selected training, assessments, manpower, and 

equipment. Based upon Secretary of Defense (SecDef) and 

combatant commander (CCDR) guidance, the FHA force 

commander (CDR) should establish operational procedures 

regarding technical advice and assistance to the affected 

country, NGOs, and IGOs as soon as possible.

Foreign consequence management (FCM) is DOD assistance 

provided by the USG to a HN to mitigate the effects of a deliberate 

or inadvertent chemical, biological, radiological, nuclear, and high-
272

yield explosives attack or event and to restore essential 

government services. When requested by the lead federal agency 

(LFA) and directed by SecDef, DOD will support USG FCM 

operations to the extent allowed by law and subject to the 

availability of forces.

Although FHA operations may be executed simultaneously with 

other types of operations, each type has unique characteristics. 

Military CDRs conducting FHA simultaneously with other 

operations must develop end state, transition, and termination 

objectives as well as measures of effectiveness (MOEs) 

complementary to simultaneous military operations. 

References:

 Chairman of the Joint Chiefs of Staff Instruction (CJCSI)

3214.01. Defense Information System Network (DISN): Policy 

And Responsibilities 

(http://www.dtic.mil/cjcs_directives/cdata/unlimit/6211_02.pdf) 

 DOD Directive 2205.2. Humanitarian and Civic Assistance 

(HCA) Activities. 

(http://www.dtic.mil/whs/directives/corres/pdf/220502p.pdf) 

 JP 3-0. Joint Operations.

(http://www.dtic.mil/doctrine/new_pubs/jp3_0.pdf) 

 JP 3-29. Foreign Humanitarian Assistance. 

(http://www.dtic.mil/doctrine/new_pubs/jp3_29.pdf) 

 JP 3-41 Chemical, Biological, Radiological, Nuclear, and HighYield Explosives Consequence Management. 

(http://www.dtic.mil/doctrine/new_pubs/jp3_41.pdf) 

 JP 3-57. Civil-Military Operations. 

(http://www.dtic.mil/doctrine/new_pubs/jp3_57.pdf) 

Additional Resources:

 Defense Security Cooperation Agency Office of Humanitarian 

Assistance, Disaster Relief, and Mine Action

(http://www.dsca.osd.mil/programs/HA/HA.htm) 

 International Committee of the Red Cross (http://www.icrc.org/) 

 Pan American Health Organization (PAHO)

(http://new.paho.org/). Assistance in Disaster Situations-A 

Guide for Effective Aid 

(http://helid.digicollection.org/en/d/Jh0185e/). 

 USAID (http://www.usaid.gov/). Field Operations Guide for 

Disaster Assessment and Response
273

(http://www.usaid.gov/our_work/humanitarian_assistance/disas

ter_assistance/resources/pdf/fog_v4.pdf). 

 Inter-Agency Standing Committee Working Group – CivilMilitary Relationship in Complex Emergencies

(http://www.humanitarianinfo.org/iasc/pageloader.aspx?page=c

ontent-products-products&sel=8).
274

(Intentionally Blank)
275

Section 5. Lifelong Learning

"After 37 years of service, I am convinced that learning and 

leadership are at the core of our profession." Chairman's Strategic 

Direction to the Joint Force....signed GEN Martin E. Dempsey, 6 

Feb 2012

5.1 Joint Officer Development

The Chairman’s new approach for joint officer development focuses on 

developing leaders who are:

 Strategically minded: cross-cultural communicators, able to 

foster trust, self-aware and at ease with decision making 

without complete information, able to work adeptly in 

multicultural environments, able to access and apply resources 

without ownership, and able to build teams through good 

communication skills, persuasive influence, collaboration, 

negotiation, and consensus building.

 Critical thinkers: decisive, intelligent, and able to make 

decisions with cultural contexts, able to assess the 

environment and recognize patterns and changes, comfortable 

with ambiguity and uncertainty, a systems thinker—able to link 

cause and effects, capable of developing innovative solutions, 

and an expert learner.

 Skilled joint warfighters: able to conduct campaigning and 

statecraft, understands the roles of war and politics, an 

operational artist able to integrate joint, interagency, and 

multinational capabilities to meet objectives.

It is the Chairman’s intent that “Every officer who takes advantage of 

the opportunity to learn must receive recognition and professional 

reward for the quality of that learning.”

Joint staff officers are part of an elite team of professionals. No 

organization surpasses the military in the amount of time and resources 

spent on training and educating its personnel in order to develop them 

into experts and leaders in their fields. You have invested heavily in 

your own development - both professionally and personally—but your 

work is not done.
276

The future of a global environment depends on those people who can 

navigate a wide range of subject matters and who can work with a 

broad variety of people from very diverse cultural and organizational 

backgrounds. Experts say that today’s adults, on the average, will 

change careers—not jobs, but careers—approximately five times 

during their work lives; as old jobs fade away, requirements for new 

ones arise. Just look at how technology has changed the world and 

the workplace in the last 20 years—from landlines, to car phones, to

cell phones, to PDAs, for example—creating new jobs and ending 

others. 

Educators, business leaders, and military leaders agree that individuals 

who develop lifelong learning skills will be the successes of the future. 

Your job is to prepare yourself for living and working in a dynamic 

global environment. Whether you stay in the military or choose to go 

into other work, your focus should be on preventing your own 

obsolescence by developing lifelong learning skills which transverse 

across all professions. Being a staff officer is the perfect opportunity 

for you to work on development of the “softer side” of business skills 

such as interpersonal communications and collaboration and to 

develop new “hard skills” such as more global military knowledge, 

strategic thinking, and using new and more complex technology 

systems.

5.2 What is lifelong learning?

Lifelong learning is the continuous integration of formal and informal 

education for promoting personal and professional development, 

citizenship, and human value throughout one’s life. One of the 

principal objectives is to equip people with the capacity to manage their 

own self-education. From about the age of 25 to retirement, people 

primarily learn from their occupations, technologies, colleagues, and 

life experiences.

The work life of joint staff officers provides the opportunity for 

cultivating the two types of behaviors required for becoming successful 

lifelong learners:

 Recognizing the importance of and the need for lifelong 

learning, an affective-driven, or emotional/values-driven, 

behavior, and

 Developing the capacity for continuous learning, a cognitive- or 

reasoning-driven behavior.
277

Joint staff officers committed to lifelong learning will readily pursue the 

following actions:

 Seek opportunities for intellectual and technical knowledge 

growth;

 Self-select new materials from which to learn—will not wait for 

someone to tell them what to study;

 Reflect on the learning process and learning styles—will not 

limit themselves in the way the learn, but will seek new ways, 

(e.g., classroom, web-based only, group study, independent 

study);

 Participate in professional associations (e.g. Toastmasters, the 

Bar Association, attend conferences);

 Read professional articles/books of their own volition;

 Attend additional training or achieve higher levels of 

professional and civilian education;

For the affective domain, associated with feelings, preferences, 

attitudes, and values, Dr. Benjamin Bloom, renowned educational

psychologist, categorizes five levels of educational competency: 

receiving, responding, valuing, organization of values into a system, 

and characterization by a value complex (ethics, integrity, honesty). 

Without the proper affective behaviors—that is, the interest in learning, 

and the desire to learn—an individual will be unable to achieve lifelong 

learning.

Bloom constructed six levels of learning for the cognitive domain 

(thinking, getting, evaluating and synthesizing information): 

 Knowledge—recognition, recall, rote memory; 

 Comprehension—understands information and has the ability 

to explain it to others or apply it in a new situation; 

 Application—uses information appropriately for problem 

solving;

 Analysis—formulating or selecting and applying mental models

to bring understanding and resolution to ambiguous and poorly 

defined situations ; able to separate or break down concepts or 

materials into component parts; distinguish between facts and 

inferences;

 Synthesis—pulls parts together from diverse elements to 

create new meanings or ideas;

 Evaluation—Judge the worth of ideas, theories, and opinions; 

choose among alternatives; and justify their choice based on 

specific criteria.
278

The following skills and attitudes are common to lifelong learners:

 Able to communicate in a clear, organized, and persuasive 

manner;

 Writes clearly and concisely, with the ability to use a variety of 

styles for work products;

 Listens attentively;

 Takes accurate notes in meetings;

 Masters efficient and effective memory strategies;

 Demonstrates critical thinking skills for problem solving;

 Submits work assignments on time in the appropriate format;

 Behaves in a responsible, punctual, mature, and respectful 

manner;

 Manages stress and conflict successfully;

 Organizes physical environment (work and home) to maximize 

efficiency;

 Finds suitable role models and mentors, then observes and 

evaluates the attitudes and behaviors;

 Observant of activities and people around them;

 Looks for root causes to problems and issues;

 Maintains an accurate planning system or calendar;

 Works as a productive member of a team;

 Interacts successfully with a wide variety of people;

 Seeks feedback about performance, receives it well, and uses 

it to improve future performance;

 Accepts responsibility for own behavior and attitudes and takes 

ownership of personal success;

 Utilizes technology to manage work tasks and access 

information;

 Knows how to use a variety of resources to get to information 

needed;

 Reads critically and can discern the value and validity of

resources; 

 Able to analyze situation using logic and reasoning skills;

 Visualizes and creates mental pictures and models to explain 

ideas and processes;

 Reasons through a situation using a variety of techniques (e.g., 

if-then, deductive-inductive, questioning).

What lifelong learning skills are evident in model staff officers? From 

the 2008 Joint Staff Officer Study, senior leaders identified the following 

skills and abilities which differentiate exceptional staff officers from their 
279

peers: 

 Open-minded, and use well-developed critical thinking skills 

for analysis and problem solving; 

 Willing to learn from others—military, civilian, interagency and 

foreign militaries;

 Skilled in quantitative and qualitative abilities—quantitative, 

such as engineering, math, hard sciences and qualitative, such 

as social sciences, humanities;

 Able to absorb a broad spectrum of information—they do not 

pigeon hole themselves;

 Educated, intelligent, and well-rounded with varied 

experiences;

 Willing to participate, to be part of a team, or to make individual 

contributions as needed;

 Avid readers/well read on current related topics, world affairs , 

and current events;

 Willing to teach, and have an eagerness to be taught and take 

advantage of learning opportunities such as command reading 

lists, courses, training, on the job experience;

 Intellectual curious with an intense drive to learn; they do not 

take the first answer as ground truth, and often press for a 

deeper understanding of the operating environment; with a 

willingness to question;

 Willing and able to learn from experience and to accept 

change 

 Understanding that learning never stops.

Lifelong learners are capable of self-directed learning and share the 

following skills:

 The ability to develop and be in touch with curiosities—"the 

ability to engage in divergent thinking." 

 The ability to perceive one's self objectively and accept 

feedback about one's performance non-defensively. 

 The ability to diagnose one's learning needs in the light of 

models of competencies required for performing life roles. 

 The ability to formulate learning objectives in terms that 

describe performance outcomes. 

 The ability to identify human, material, and experiential 

resources for accomplishing various kinds of learning 

objectives. 

 The ability to design a plan of strategies for making use of 

appropriate learning resources effectively. 
280

 The ability to carry out a learning plan systematically and 

sequentially. This skill is the beginning of the ability to engage 

in convergent thinking. 

 The ability to collect evidence of the accomplishment of 

learning objectives and have it validated through performance. 

Lifelong learners are actively involved in society in different roles:

ROLES COMPETENCIES

Learner

Reading, writing, computing, perceiving, 

conceptualizing, imagining, inquiring, aspiring, 

diagnosing, planning, getting help, evaluating.

Being a Self 

(with a unique 

self-identity)

Self-analyzing, sensing, goal-building, objectivizing, 

value-clarifying, expressing, accepting, being 

authentic.

Friend Loving, empathizing, listening, collaborating, sharing, 

helping, giving constructive feedback, supporting.

Citizen

Caring, participating, leading, decision making, acting, 

being sensitive to one's conscience, discussing, 

having perspective (historical and cultural), being a 

global citizen.

Family Member Maintaining health, planning, managing, helping, 

sharing, buying, saving, loving, taking responsibility.

Worker

Career planning, using technical skills, accepting 

supervision, giving supervision, getting along with 

people, cooperating, planning, delegating, managing.

Leisure-time 

user 

Knowing resources, appreciating the arts and 

humanities, performing, playing, relaxing, reflecting, 

planning, risking.

Figure 50: Knowles’ Lifelong Learning Competencies

The information and lists of attributes above are intended to provide 

informal self-assessment checklists for taking ownership of your 

personal development while serving as a joint staff officer. Working in 

a combatant command is fast-paced, dynamic, and relevant—on a 

daily basis you reach around the world to seek information and find 

solutions for dealing with military, humanitarian, and political 

challenges. The combatant command poses a challenging 

environment, but one from which you can leave with highly enhanced 

and newly developed lifelong learning competencies.
281

Exemplary staff officers are those who understand the role of the 

warrior as diplomat, the power of intellectual curiosity, and the need for 

continuous self-development. They are willing to take any task, are 

focused on the mission, and use even the most unpleasant 

assignments to add to their lifelong learning (which will continue to set 

them apart throughout their military careers and beyond).

References:

 Appleby, D. The Covert Curriculum: The Lifelong Learning 

Skills You Can Learn in College. In Eye on Psi Chi (Vol. 5, No. 

3, pp. 28-31, 34)

 Bloom, B.S., “Taxonomy of Educational Objectives, Handbook 

1, Cognitive Domain,” Addison Wesley, New York, 1984.

 Bloom, B.S., Karthwohl, D.R., Massia, B.B., “Taxonomy of 

Educational Objectives, Handbook 2, Affective Domain,”

Addison Wesley, New York, 1984.

 Candy, P., “Self-Direction for Lifelong Learning: A

Comprehensive Guide to Theory and Practice,” Jossey-Bass, 

San Franciso, 1991.

 CJCS, November 2005, Chairman’s Vision for Joint Officer 

Development

 Dickinson, D., ed. Creating the Future: Perspectives on 

Educational Change

(http://education.jhu.edu/newhorizons/future/index.html) 

 Felder, R.M., Brent R. “Designing and Teaching Courses to 

Satisfy the ABET Engineering Criteria,” ASEE Journal of 

Engineering Education, vol.92, no.1, January 2003, pp.7-25.

 Knowles, M. Lifelong Learning: A Dream

 Learning Styles Inventory

o http://www.personal.psu.edu/bxb11/LSI/LSI.htm

o http://people.usd.edu/~bwjames/tut/learning-style/

o http://ttc.coe.uga.edu/surveys/LearningStyleInv.html

 Mourtos, N.J., Furman, B.J., “Assessing the Effectiveness of an 

Introductory Engineering Course for Freshmen,” Proceedings, 

ASEE/IEEE Frontiers in Education Conference, 2002. 

(http://www.fie-conference.org/fie2002/papers/1321.pdf) 
282

(Intentionally Blank)
283

Section 6. Useful Support Information and References

6.1 Commander’s Critical Information Requirements 

Process

Intelligence provides the combatant commander and subordinate joint 

force commanders with an understanding of the operational 

environment. Commander’s Critical Information Requirements (CCIR)

are elements of information required by the commander that directly 

affect decision making. CCIRs are a key information management tool 

for the commander and help the commander assess the operational 

environment and identify decision points throughout the conduct of 

operations. CCIRs belong exclusively to the commander. 

Understanding and effectively facilitating the CCIR process are 

essential attributes of every Joint Staff Officer.
284

Figure 51: Commander’s Critical Information Requirements 

Process

A CCIR is an information requirement identified by the commander as 

being critical to facilitating timely decision-making. CCIRs are situation 

dependent, focused on predictable events or activities, time-sensitive, 

and always established by an order or plan. The CCIR list is normally 

short so that the staff can focus its efforts and allocate scarce 

resources. The CCIR list is not static; joint force commanders add, 

delete, adjust, and update CCIRs throughout an operation based on 

the information needed for decision making. Key elements consist of 

friendly force information requirements (FFIRs) and priority intelligence 

requirements (PIRs). Where applicable, CCIRs may also include host 

nation information requirements (HNIR). 

Friendly Force Information Requirement (FFIR): Information the 

commander and staff need to understand the status of friendly force 
285

and supporting capabilities. (JP 3-0) 

Priority Intelligence Requirement (PIR): An intelligence requirement, 

stated as a priority for intelligence support, that the commander and 

staff need to understand the adversary or the operational environment. 

(JP 2-0)

Each CCIR should have an established Office of Primary Responsibility 

(OPR) providing the commander with a centralized point of contact 

(POC) on the staff for working the information analysis.

Although CCIRs are focused on deliberate and/or crisis action planning 

and on operational and tactical matters, the concept also has 

applications for a peacetime staff environment and routine staff work. 

During the decision making process it is critical to understand the 

commander’s intent in all matters and then ensure the appropriate type 

of information is provided to the commander at the right level of detail 

and at the right time.

Reference: 

 Joint Publication 3.0, Joint Operations
286

6.2 Acronyms and Abbreviations

Three very helpful websites for looking up military topics, terms, and 

acronyms are: 

 Acronym Finder: a searchable database of over 4 million 

acronyms, abbreviations and meanings 

www.acronymfinder.com

 The DOD Dictionary of Military and Associated Terms. The 

DOD Dictionary and the Joint Acronyms and Abbreviations 

master data base are managed by the Joint Doctrine Division, 

J-7, Joint Staff. All approved joint definitions are contained in 

Joint Publication 1-02, "DOD Dictionary of Military and 

Associated Terms. http://www.dtic.mil/doctrine/jel/DODdict/ 

acronym_index.html

 The Pentagon Library provides the following on-line services: 

current news, dictionaries, directories, forms and tax, 

government access (federal and military locators), library links, 

live weather, map locator, military sources (acronyms, 

gateways, services, images, clip art, .coms, listservs, music), 

and search engines. http://www.whs.mil/library/research.htm

A

AAR – After Action Review

ACC – Air Combat Command

ACE – Aviation Combat Element

ACJCS – Assistant to the Chairman Joint Chief of Staff

AD – Active Duty

ADCON – Administrative Control

ADOS – Active Duty for Operation Support

ADP – Adaptive Planning

ADSW – Active Duty for Special Work

AECA – Arms Export Control Act

AEF – Air Expeditionary Force

AETF – Air Expeditionary Task Force

AEW – Air Expeditionary Wings or Airborne Early Warning

AFAFRICA – Air Forces Africa/17th Air Force

AFCENT – U.S. Air Forces Central/9th Air Force

AFB – Air Force Base

AFGSC – Air Force Global Strike Command

AFNORTH – Air Forces North/1st Air Force

AFRC – Air Force Reserve Command
287

AFS – Air Force Station

AFSC – Air Force Specialty Code

AFSOC – Air Force Special Operations Command

AFSOUTH – Air Forces Southern/12th Air Force

AFSPC – Air Force Space Command

AIS – Automated Information Systems

AK JOA – Alaska Joint Operations Area

ALCOM – Alaska Command

AMC – Air Mobility Command

ANG – Air National Guard

ANGB – Air National Guard Base

AO – Action Officer

AoA – Area of Activity

AOF – Area of Focus

AOR – Area of Responsibility

APCSS – Asia Pacific Center for Security Studies

APEX – Adaptive Planning and Execution

APOD – Aerial Port of Debarkation

APOE – Aerial Port of Embarkation

ARB – Air Reserve Base

ARG – Amphibious Ready Group

ARNG – Army National Guard

ARSOUTH – U.S. Army South

ASAP – As Soon As Possible

ASCC – Army Service Component Command

ASD(HD&ASA) – Assistant Secretary of Defense for Homeland 

Defense and America’s Security Affairs

ASDS - Advanced SEAL Delivery System

ASRP – Acquisition Strategy Review Panel

ATO – Air Tasking Order

ATON – Aids to offshore Navigation

ATRRS – Army Training Requirements and Resources System

AUTODIN – Automated Digital Network

B

B2C2WG – Boards, Bureaus, Cells, Centers, and Working Groups

Bcc – Blind Courtesy Copy

BCGT – Boards, Councils, Groups, and Teams

BCP – Budget Change Proposal

BCT – Brigade Combat Team

BLUF – Bottom Line Up Front

BRAC – Base Realignment and Closure
288

C

C2 – Command and Control

C4 – Command, Control, Communications, Computers

CA – Civil Affairs

CAG – Commander’s Action Group

CAT – Crisis Action Team

CBP – U.S. Customs and Border Protection

CBRNE –Chemical, Biological, Radiological, Nuclear, Explosive

CbT – Combatting terrorism

Cc – Carbon copy or courtesy copy

CCCI – Command and Control Communications Intelligence

CCDR – Combatant Commander

CCIR – Commander’s Critical Information Requirement

CCMD – Combatant Command (see glossary for distinction from 

COCOM)

CCS – Combined Chiefs of Staff

CCSA – Combatant Command Support Agency

CCT – Combat Control Team

CD – Counterdrug

CDC – Concept Development Conference

CDR – Commander

CDRJSOTF - Commander, Joint Special Operations Task Force

CDRUSEUCOM – Commander, U.S. European Command

CDRUSPACOM – Commander, U.S. Pacific Command

CE – Command Element

CEP – Chairman’s Exercise Program

CFACC – Combined Forces Air Component Command, or Commander

CFH – CENTCOM Forward Headquarters

CHDS – Center for Hemispheric Defense Studies

CIA – Central Intelligence Agency

CIL – Central Identification Laboratory

CJCS – Chairman Joint Chiefs of Staff

CJCSI – Chairman Joint Chiefs of Staff Instruction

CJCSM – Chairman Joint Chiefs of Staff Manual

C/JFLCC – Combined/Joint Forces Land Component Command

CJSOTF - Joint Special Operations Task Force

C/JTF – Combined Joint Task Force

CJTF-HOA – Combined Joint Task Force Horn of Africa

CKW – Commander’s Knowledge Wall

CMC – Commandant of the Marine Corps

CMI – Classified Military Information

CMO – Civil Military Operations

CMOC – Civil-Military Operations Center

CNO – Chief of Naval Operations
289

COA – Course of Action

COCOM – combatant command (command authority), (see glossary for 

distinction from CCMD)

COE – Center for Excellence 

COMPACFLT – Commander, U.S. Pacific Fleet

COMSEC – Communications Security

CONPLAN – Concept of Operations Plan

CONR – Continental U.S. NORAD

CONUS – Continental United States

COS – Chief of Staff

COSCs – Chiefs of Staff Committees

CP – Command Protocol

CP - Counterproliferation

CPA – Chairman’s Program Assessment

CPC – Chairman’s Public Correspondence

CPG – Contingency Planning Guidance

CPR – Chairman’s Program Recommendation

CPX – Command Post Exercise

CRAF – Civil Reserve Air Fleet

CS – Chief of Staff

CS – Civil Support

CSA – Chief of Staff of the Army

CSA – Combat Support Agencies

CSAF – Chief of Staff of the United States Air Force

CSAR - Combat Search and Rescue

CSG – Carrier Strike Group

CSST – Combat Service Support Team

CUI – Controlled Unclassified Information

D

DA – Department of the Army

DA – Direct Action

DAF – Department of the Air Force

DAO – Defense Attaché Office

DAR – Defense Acquisition Regulation

DARPA – Defense Advanced Research Projects Agency

DART – Disaster Assistance Response Team

DATT – Defense Attaché

DCO – Defense Connect Online

DCMA – Defense Contract Management Agency

DDA – Designated Disclosure Authority

DDI – Director of Defense Intelligence

DDS - Dry Deck Shelters

DEA – Drug Enforcement Administration
290

DEPOPSDEPS – Deputy Operations Deputies

DESRONs – Destroyer Squadrons

DHS – Department of Homeland Security

DIRLAUTH – Direct Liaison Authorized

DISA – Defense Information Systems Agency

DIA – Defense Intelligence Agency

DJS – Director Joint Staff

DLA – Defense Logistics Agency

DMHA – Disaster Management and Humanitarian Assistance

DMS – Defense Military Message System

DNA – Defense Nuclear Agency

DNI – Director of National Intelligence

DOA – Department of Agriculture

DOC – Department of Commerce

DOCNET – Doctrine Networked Education and Training

DOD – Department of Defense

DODD – Department of Defense Directive

DODI – Department of Defense Instruction

DOE – Department of Energy

DOJ – Department of Justice

DOI – Department of Interior

DOL – Department of Labor

DOM – Directorate of Management

DON – Department of the Navy

DOS – Department of State

DOTMLPF – Doctrine, Organization, Training, Materiel, Leadership and 

Education, Personnel, and Facilities

DOT – Department of Transportation

DPG – Defense Planning Guidance

DPO – Distribution Process Owner

DRRS – Defense Readiness Reporting System

DRU – Direct Reporting Units

DSCA – Defense Support of Civil Authorities

DT&E – Developmental Test and Evaluation

DTRA – Defense Threat Reduction Agency

DTS – Defense Transportation System or Defense Travel System

DV- Distinguished Visitor

E

ECAC – Electromagnetic Compatibility Analysis Center

ED – Department of Education

EHCC – Explosive Hazards Coordination Cell

ENDEX – End of Exercise

E.O. – Executive Order
291

EP - Emergency Preparedness

EPA – Environmental Protection Agency 

EPOC – European Plans and Operations Center

ESG – Expeditionary Strike Group

F

I MEF – First Marine Expeditionary Force

1st MSOB – First Marine Special Operations Battalion

FAA – Federal Aviation Administration

FBI – Federal Bureau of Investigation

FCC – Federal Communication Commission

FCC – Functional Combatant Commander

FCG – Foreign Clearance Guide

FDO – Foreign Disclosure Office

FEMA - Federal Emergency Management Agency

FFIR – Friendly Force Information Requirement

FHA – Foreign Humanitarian Assistance

FID – Foreign Internal Defense

FM – Field Manual

FMTU – Foreign Military Training Unit

FOIA – Freedom of Information Act

FOUO – For Official Use Only

FPA – Foreign Policy Advisor (see POLAD also)

FPC – Final Planning Conference

FPWG – Force Protection Working Group

FRP – Fleet Response Plan

FSE – Full Scale Exercise

FTA – Federal Transit Administration

FTC – Federal Trade Commission

FVS – Foreign Visit System

G

GCC – Geographic Combatant Commander

GCCS – Global Combat & Control System

GCE – Ground Combat Element

GEF – Guidance for Employment of the Force

GEOINT – Geospatial Intelligence

GFM – Global Force Management

GIG – Global Information Grid

GO/FO – General Officer/Flag Officer

GS – Government Service

GSA – General Services Administration

H
292

HA – Humanitarian Assistance

HACC – Humanitarian Assistance Coordination Center

HC - Chaplain

HCA – Humanitarian and Civic Assistance

HD – Homeland Defense

HHS – Health and Human Services

HLD – Homeland Defense

HN – Host Nation

HO – History Office

HS – Homeland Security

HSC – Homeland Security Council

HQ – Headquarters

HUD – Department of Housing and Urban Development

I

IA—Interagency

IAG – Interagency Action Group

IC – Intelligence Community

ICBM – Intercontinental Ballistic Missile

ICE – U.S. Immigration Customs Enforcement

IG – Inspector General

IM – Information Management

INR – State Department’s Bureau of Intelligence and Research

IO – International Organization

IO – Information Operations

IOT&E – Initial Operational Test and Evaluation

IOWG – Information Operations Working Group

IP – Internet Protocol

IPC – Initial Planning Conference

IPL – Integrated priority list

ISO – International Standards Organization

ISR – Intelligence, Surveillance, and Reconnaissance 

IT – Information Technology

IWG – Intelligence Working Group

J

JA – Judge Advocate

JAG – Judge Advocate General

JAOC – Joint Air Operations Center

J/ATPs – Joint and/or Agency Training Plans

J/AMET – Joint and/or Agency Mission Essential Task

J/AMETL – Joint and/or Agency Mission Essential Task Lists

JCIDS – Joint Capabilities Integration and Development System

JCIG – Joint Capabilities Integration Group
293

JCMEB – Joint Civil-Military Engineer Board

JCS – Joint Chiefs of Staff

JDDE – Joint Deployment and Distribution Enterprise

JDDOC – Joint Deployment Distribution Operations Center

JDEIS – Joint Doctrine Education and Training Electronic Information 

System

JDETD – Joint Doctrine, Education and Training Division

J Directorate – Joint Directorate

JELC – Joint Event Life Cycle

JEP – Joint Exercise Program

JFACC – Joint Force Air Component Command, or Commander

JFC – Joint Force Commanders, or Commands

JFCC-GS – Joint Functional Component-Global Strike

JFCC-IMD – Joint Functional Component-Global Strike Integrated 

Missile Defense

JFCC-ISR – Joint Functional Component-Global Strike Intelligence, 

Surveillance and Reconnaissance

JFCC-NW – Joint Functional Component-Global Strike - Network 

Warfare

JFCC-SPACE – Joint Functional Component-Global Strike Space

JFHQ-NCR – Joint Force Headquarters National Capital Region

JFLCC – Joint Force Land Component Command

JFMCC – Joint Force Maritime Component Command or Commander

JFSC – Joint Forces Staff College

JFSOCC – Joint Forces Special Operations Component Command or 

Commander

JFUB – Joint Facilities Utilization Board

JIACG – Joint Interagency Coordination Group

JIAMDO – Joint Integrated Air and Missile Defense Organization

JIATF-South – Joint Interagency Task Force-South

JIATF-W – Joint Interagency Task Force-West

JIOC – Joint Intelligence Operations Center

JIOC-P – Pacific Command Joint Intelligence Operations Center

JIOWC – Joint Information Operations Warfare Command

JISRC – Joint Intelligence, Surveillance and Reconnaissance Center

JKDDC – Joint Knowledge Development and Distribution Capability

JKO – Joint Knowledge Online

JLE – Joint Logistics Environment 

JLLP – Joint Lessons Learned Program

JLLIS – Joint Lessons Learned Information System

JLOC – Joint Logistics Operation Center

JMPAB – Joint Materiel Priorities and Allocations Board

JNTC – Joint National Training Capability

JOA – Joint Operations Area
294

JOC – Joint Operations Center

JOH – Joint Officer Handbook

JOPES – Joint Operation Planning and Execution System

JP – Joint Publication 

JPAC – Joint POW/MIA Accounting Command

JPD – Joint Planning Document

JPG – Joint Planning Group

JPME – Joint Professional Military Education

JPOB – Joint Plans and Operations Board

JPOC – Joint Plans and Operations Council

JPS – Joint Publication System

JRB – Joint Requirements Board or Joint Reserve Base

JROC – Joint Requirements Oversight Council

JS – Joint Staff

JSAP – Joint Staffing Action Processing

JSCP – Joint Strategic Capabilities Plan

JSG – Joint Steering Group

JSO – Joint Staff Officer

JSOC – Joint Special Operations Command

JSOTF – Joint Special Operations Task Force

JSPS – Joint Strategic Planning System

JSR – Joint Strategic Review

JTB – Joint Transportation Board

JTC3A – Joint Tactical Command, Control & Communications Agency

JTEP – Joint Training and Exercise Program

JTF – Joint Task Force

JTF-AK – Joint Task Force Alaska

JTF-Bravo – Joint Task Force Bravo

JTF-CS – Joint Task Force-Civil Support

JTF-GTMO – Joint Task Force Guantanamo Bay

JTF HQ – Joint Task Force Headquarters

JTF-N – Joint Task Force North

JTFS – Joint Training Facilitator Specialist

JTIMS – Joint Training Information Management System

JTPs – Joint Training Plans

JTS – Joint Training System

JTTP – Joint Tactics, Techniques, and Procedures

JTWG – Joint Training Working Group

JWCA – Joint Warfighting Capabilities Assessment

K

KSA – Knowledge, Skills, and Abilities

KTO – Korean Theater of Operations
295

L

LCAC – Landing Craft Air Cushioned

LCE – Logistics Combat Element

LEA - Law Enforcement Agency

LMS – Learning Management System

LNO - Liaison Officer

M

MA – Maritime Association

MAAG – Military Assistance Advisory Group

MACOM – Major Army Command

MAG – Marine Aircraft Group

MAGTF – Marine Air-Ground Task Forces

MAJCOM – Major Command (USAF)

MARAD – Maritime Administration

MARCENT – U.S. Marine Corps Forces Central Command

MARFOR – Marine Corp Forces

MARFORAF – Marine Corps Forces Africa

MARFORCOM – Marine Forces Command

MARFOREUR – Marine Corps Forces Europe

MARFORPAC – U.S. Marine Corps Forces Pacific

MARFORRES – Marine Forces Reserve

MARFORs – Marine Corps Forces

MARFORSOUTH – Marine Corps Forces South

MARFORSTRAT – U.S. Marine Corps Forces U.S. Strategic 

Command

MARSOC – Marine Special Operations Command

MAW – Marine Aircraft Wing

MCAS – Marine Corps Air Station

MCB – Marine Corps Base

MCCDC – Marine Corps Combat Development Command

MCCISWG – Military Command, Control and Information Systems

Working Group

MCEB – Military Communications-Electronics Board

MEB – Marine Expeditionary Brigade

MEF – Marine Expeditionary Force

MET – Mission Essential Task

MEU – Marine Expeditionary Unit

MFP – Major Force Program

MIA – Missing in Action

MILCON – Military Construction

MILDEPS – Military Departments

MILGRP – Military Group
296

MILPERS – Military Personnel

MilSecs – Military Secretariats

MIL-SPEC – Military Specification

MILSTAR – Military Strategic Tactical Relay

MIL-STD – Military Standard

MISO – Military Information Support Operations

MLO – Military Liaison Office

MNF – Multinational Forces

MNFC – Multinational Force Commander

MOI – Memorandum of Intent

MOS – Military Occupational Specialty

MOU – Memorandum of Understanding

MP – Military Police

MPA – Military Personnel Appropriation

MPC – Main Planning Conference

MPS – Maritime Prepositioning Ship(s)

MSC – Military Sealift Command

MSEL – Master Scenario Event List

MSOAG – Marine Special Operations Advisor Group

MSOS – Marine Special Operations School

MSOSG – Marine Special Operations Support Group

MSS – Maritime Safety and Security

MTAs – Mission Training Assessments

N

NAS – Naval Air Station

NASA – National Aeronautics and Space Administration

NATO – North Atlantic Treaty Organization

NAVAF – U.S. Naval Forces Africa

NAVCENT – U.S. Naval Forces Central Command

NAVEUR – U.S. Naval Forces Europe

NAVRESFOR – Naval Reserve Force

NAVSO – U.S. Naval Forces Southern Command

NAVSPECWARCOM – Naval Special Warfare Command

NDAA – National Defense Authorization Act

NDS – National Defense Strategy

NDU – National Defense University

NEO – Noncombatant Evacuation Operations

NEP – the President’s National Exercise Program

NETOPS – Network Operations

NG – National Guard

NG – National Guard Advisor 

NGA – National Geospatial-Intelligence Agency

NGB – National Guard Bureau
297

NGO – Non-Governmental Organization

NHTSA – National Highway Traffic Safety Administration

NIMS – National Incident Management System

NIPRNet – Non-Secure Internet Protocol Router Network

NMCB – Naval Mobile Construction Battalions

NMCC – National Military Command Center

NME – National Military Establishment

NMS – National Military Strategy

NORAD – North American Aerospace Defense Command

NRF – National Response Framework

NRO – National Reconnaissance Office

NSA – National Security Agency or Naval Support Activity

NSA/CSS – National Security Agency/Central Security Service

NSC – National Security Council

NSDM – National Security Decision Memorandum

NSF – National Science Foundation

NSS – National Security Strategy

NSSE – National Special Security Event

NSWC – Naval Special Warfare Center

NSWDG – Naval Special Warfare Development Group

NTSB – National Transportation Safety Board

O

O&M – Operations and Maintenance

OCA – Original Classification Authorities

ODA – Operational Detachment Alpha (A Team)

ODC – Office of Defense Cooperation

OEF – Operation Enduring Freedom

OFDA – Office of U.S. Foreign Disaster Assistance

OGA – Other Government Organization

OIA – Office of Intelligence and Analysis

ONCIX – Office of the National Counterintelligence Executive

OND – Operation New Dawn

OPCON – operational control

OPLAN – Operational Plan

OPM – Office of Personnel Management

OPNAV – Office of the Chief of Naval Operations

OPR – Office of Primary Responsibility

OPSDEPs – Operations Deputies

ORI – Operational Readiness Inspection

OSA – CONUS (Continental U.S.) Operational Support Airlift

OSCE – Organization for Security and Cooperation in Europe

OSC – Office of Security Cooperation

OSD – Office of Secretary of Defense
298

OST – Office of the Secretary

P

PA – Public Affairs

PAO – Public Affairs Office

PACAF – Pacific Air Forces

PACFLT – U.S. Pacific Fleet

PC – Personal Computer

PCS – Permanent Change of Station

PD – Position Description

PDA – Principal Disclosure Authority

PEP – Personnel Exchange Program

PFPA – Pentagon Force Protection Agency

PIR – Priority Intelligence Requirement

PJs – USAF Pararescuemen

PM – Program Manager

PME – Professional Military Education

POC – Point of Contact

POLAD – Foreign Policy Advisor (see FPA also)

POMs – Program Objectives Memoranda

POTUS – President of the United States

POW – Prisoner of War

PPBES – Planning, Programming, Budgeting and Execution System

PSA – Principal Staff Assistant

PVO – Private Voluntary Organization

PWS – Performance Work Statement

Q

QDR – Quadrennial Defense Review

R

RC – Reserve Component

RDJTF – Rapid Deployment Joint Task Force

RDO – Regional Desk Office

RDT&E – Research, Development, Test, and Evaluation

REFAD – Release from Active Duty

RF – Reserve Forces

RFA – Request for Assistance

RGS – Requirements Generation System

ROEWG – Rules of Engagement Working Group

ROMO –Range of Military Options

RSTA – Reconnaissance, Surveillance, and Target Acquisition

S

II MEF – Second Marine Expeditionary Force
299

2nd MSOB – 2nd Marine Special Operations Battalion Command

S&E – Scientific and Engineering

SA – Seaman Apprentice

SA – Security Assistance

SAF – Secretary of the Air Force

SAO – Security Assistance Office

SAP – Special Access Program

SBSO(A) – Sustainment Brigade, Special Operations (Airborne)

SBT –Special Boat Teams

SCC-WMD – USSTRATCOM Center for Combating Weapons of Mass

Destruction

SCG – Security Cooperation Guidance

SCI – Special Compartmented Information

SCPs – Security Cooperation Plans

SDV – SEAL Delivery Vehicle

SDVT – SEAL Delivery Vehicle Team

SDDC – Surface Deployment and Distribution Command

SEAC – Senior Enlisted Advisor to the Chairman

SECAR – Secretary of the Army

SECAF – Secretary of the Air Force

SecDef – Secretary of Defense

SECNAV – Secretary of the Navy

SETAF – Southern European Task Force or U.S. Army Africa

SEWG – Special Events Working Group

SF – Special Forces

SHAPE – Supreme Headquarters Allied Powers, Europe 

SIPRNet – Secure Internet Protocol Network

SITREP – Situation Report

SJA – Staff Judge Advocate

SJFHQ-P – Standing Joint Force Headquarters-Pacific

SJS – Secretary Joint Staff

SMDC/ARSTRAT – U.S. Army Space and Missile Defense Command,

Army Forces Strategic Command

SOAR(A) – Special Operations Aviation Regiment (Airborne)

SOCAFRICA – Special Operations Command Africa

SOCCE – Special Operations Command and Control Element

SOCCENT – Special Operations Command Central

SOCEUR – Special Operations Command Europe

SOCJFCOM – Special Operations Command

SOCKOR – Special Operations Command Korea

SOCPAC – Special Operations Command, Pacific

SOCSOUTH – Special Operations Command South

SOF – Special Operations Forces

SOFA – Status of Forces Agreement
300

SOS – Special Operations Squadron

SOTB – Special Operations Training Branch

SOW – Statement of Work

SPOD – Seaport of Debarkation

SPOE – Seaport of Embarkation

SR – Seaman Recruit

SR – Special Reconnaissance

SSBNs – Navy Ballistic Missile Submarines

SSS – Selective Service System

STARTEX – Start of Exercise

STB – Surface Transportation Board

STO – Special Technical Operations

SWCC - Special Warfare Combatant-craft Crewmen

T

III MEF – Third Marine Expeditionary Force

TACON – tactical control

TCP – Theater Campaign Plan

ToL – Teams of Leaders

TPFDD – Time-Phased Force & Deployment Data (or Document)

Treasury – U.S. Department of Treasury

TSC – Theater Security Cooperation

TSOC – Theater Special Operations Command

TWCF – Transportation Working Capital Fund

U

UCP – Unified Command Plan

UHF – Ultra High Frequency

UJTL – Universal Joint Task List

UN – United Nations

USA – United States Army

USAID – U.S. Agency for International Development

USAF – United States Air Force

USAFCENT – U.S. Air Force Central

USAFE – U.S. Air Forces in Europe

USAFRICOM – United States Africa Command

USANG – Air National Guard of the United States

USAR – U.S. Army Reserve

USARAF – U.S. Army Africa (see SETF)

USARCENT – U.S. Army Central

USAREUR – U.S. Army Europe

USARNORTH – U.S. Army North

USARPAC – U.S. Army Pacific

USARSOUTH – U.S. Army South
301

USASFC(A) – U.S. Army Special Forces Command (Airborne)

USASOC – U.S. Army Special Operations Command

USC – United States Code

USCENTAF – U.S. Central Command Air Forces

USCENTCOM – United States Central Command

USCG – United States Coast Guard

USCGR – U.S. Coast Guard Reserve

USDA – United States Department of Agriculture

USD(I) – Under Secretary of Defense for Intelligence

USEUCOM – United States European Command

USFF – U.S. Fleet Forces Command (see USFLTFORCOM)

USFJ – U.S. Forces Japan

USFK – U.S. Forces Korea

USFLTFORCOM – U.S. Fleet Forces Command (see USFF)

USFIFTHFLT – U.S. 5th Fleet

USFOURTHFLT – U.S. 4th Fleet

USG – United States Government

USITC – United States International Trade Commission

USMARCENT – U.S. Marine Corps Forces Central Command

MARFORNORTH – U.S. Marine Forces North

USMARFORRES – U.S. Marine Forces Reserve

USMARFORSOUTH – U.S. Marine Forces South

USMC – United States Marine Corps

USMCR – U.S. Marine Corps Reserves

USN – United States Navy

USNAVCENT – U.S. Naval Forces Central Command

USNAVEUR – U.S. Naval Forces Europe

USNAVSO – U.S. Naval Forces Southern Command

USNORTHCOM – United States Northern Command

USPACOM – United States Pacific Command

USSEVENTHFLT – U.S. 7th Fleet

USSIXTHFLT – U.S. 6th Fleet

USSOCCENT – U.S. Special Operations Command Central

USSOCOM – United States Special Operations Command

USSOCSOUTH – Special Operations Command South

USSOUTHCOM – United States Southern Command

USSTRATCOM – United States Strategic Command

USTDA – U.S. Trade and Development Agency

USTENTHFLT – U.S. 10th Fleet

USTHIRDFLT – U.S. 3rd Fleet

USTRANSCOM – United States Transportation Command

UW – Unconventional Warfare
302

V

VA – Veterans Administration

VCJCS – Vice Chairman Joint Chiefs of Staff

VDJS – Vice Director joint Staff

VISA – Voluntary Intermodal Sealift Agreement

VTC – Video Teleconference or Teleconferencing

W

WCFs – Working Capital Funds

WG – Working Group

WMD – Weapons of Mass Destruction

WO – Washington Office

X

XO – Executive Officer

#’s

1 AF – First Air Force

I MEF – First Marine Expeditionary Force

1st MSOB – First Marine Special Operations Battalion

II MEF – Second Marine Expeditionary Force

2nd MSOB – 2nd Marine Special Operations Battalion 

3 AF – Third Air Force

III MEF – Third Marine Expeditionary Force

5 AF – Fifth Air Force

7 AF – Seventh Air Force

8 AF – Eighth Air Force

9 AF – Ninth Air Force

11 AF – Eleventh Air Force

12 AF – Twelfth Air Force

13 AF – Thirteenth Air Force

17 AF – Seventeenth Air Force

18 AF – Eighteenth Air Force

20 AF – Twentieth Air Force
303

6.3 Glossary of Terms

acceptability: (DOD) The joint operation plan review criterion for 

assessing whether the contemplated course of action is proportional 

and worth the cost in personnel, equipment, materiel, time involved, or 

position; is consistent with the law of war; and is militarily and politically 

supportable. See also adequacy; feasibility. (JP 1-02) 

adaptive planning: The joint capability to create and revise plans 

rapidly and systematically, as circumstances require. (JP 5-0)

adequacy: (DOD) The joint operation plan review criterion for 

assessing whether the scope and concept of planned operations can 

accomplish the assigned mission and comply with the planning 

guidance provided. See also acceptability; feasibility. (JP 1-02) 

Administrative Control: (ADCON). (DOD) Direction or exercise of 

authority over subordinate or other organizations in respect to 

administration and support, including organization of Service forces, 

control of resources and equipment, personnel management, unit 

logistics, individual and unit training, readiness, mobilization, 

demobilization, discipline, and other matters not included in the 

operational missions of the subordinate or other organizations. Also 

called ADCON. (JP 1-02)

Agency Mission Essential Task List (AMETL): see JMETL.

Air Expeditionary Force: (AEF). (DOD) Deployed U.S. Air Force 

wings, groups, and squadrons committed to a joint operation. Also 

called AEF. See also air and space expeditionary task force. (JP 1-02) 

air superiority: That degree of dominance in the air battle of one force

over another that permits the conduct of operations by the former and 

its related land, sea and air forces at a given time and place without 

prohibitive interference by the opposing force. (JP 1-02)

air supremacy: (DOD, NATO) That degree of air superiority wherein 

the opposing air force is incapable of effective interference. (JP 1-02)

Air Tasking Order: (ATO) A method used to task and disseminate to 

components, subordinate units, and command and control agencies 

projected sorties, capabilities and/or forces to targets and specific 

missions. Normally provides specific instructions to include call signs, 
304

targets, controlling agencies, etc., as well as general instructions. Also 

called ATO. (JP 1-02) 

alert order: 1. A crisis-action planning directive from the SecDef, 

issued by the Chairman of the Joint Chiefs of Staff that provides 

essential guidance for planning and directs the initiation of execution 

planning for the selected course of action authorized by the SecDef. 2. 

A planning directive that provides essential planning guidance and 

directs the initiation of execution planning after the directing authority 

approves a military course of action. An alert order does not authorize 

execution of the approved course of action. Also called ALERTORD. 

See also course of action; execution planning. (JP 1-02) 

alliance:. The relationship that results from a formal agreement (i.e., 

treaties) between two or more nations for broad, long-term objectives 

that further the common interests of the members. See also coalition; 

multinational. (JP 1-02)

allocation: In a general sense, distribution for employment of limited 

forces and resources among competing requirements. Specific 

allocations (e.g., air sorties, nuclear weapons, forces, and 

transportation) are described as allocation of air sorties, nuclear 

weapons, etc. See also allocation (air); allocation (nuclear); allocation 

(transportation); apportionment. (JP 1-02)

amphibious objective area (AOA): (DOD) A geographical area 

(delineated for command and control purposes in the order initiating the 

amphibious operation) within which is located the objective(s) to be 

secured by the amphibious force. This area must be of sufficient size 

to ensure accomplishment of the amphibious force's mission and must 

provide sufficient area for conducting necessary sea, air, and land 

operations. Also called AOA. See also amphibious force; mission. (JP 

1-02) 

apportionment: (DOD) In the general sense, distribution for planning 

of limited resources among competing requirements. Specific 

apportionments (e.g., air sorties and forces for planning) are described 

as apportionment of air sorties and forces for planning, etc. See also 

allocation; apportionment (air). (JP 1-02) 

area of influence: (DOD, NATO) A geographical area wherein a 

commander is directly capable of influencing operations by maneuver 

or fire support systems normally under the commander’s command and 

control. (JP 1-02)
305

area of interest: (DOD) That area of concern to the commander, 

including the area of influence, areas adjacent thereto, and extending 

into enemy territory to the objectives of current or planned operations. 

This area also includes areas occupied by enemy forces that could 

jeopardize the accomplishment of the mission. Also called AOI. See 

also area of influence. (JP 1-02)

area of operations: An operational area defined by the joint force 

commander for land and maritime forces. Areas of operation do not 

typically encompass the entire joint operational area of the joint force 

commander, but should be large enough for component commanders 

to accomplish missions and protect their forces. Also called AO. See 

also area of responsibility; joint operations area; joint special operations 

area. (JP 1-02) 

area of responsibility: (DOD) The geographical area associated with 

a combatant command within which a geographic combatant 

commander has authority to plan and conduct operations. Also called 

AOR. See also combatant command. (JP 1-02) 

arranging operations: Joint Force Commanders must determine the 

best arrangement of operations to accomplish the assigned tasks and 

joint force mission. This arrangement often will be a combination of

simultaneous and sequential operations to achieve full-spectrum 

superiority and the military end state conditions. Commanders consider 

a variety of factors when determining this arrangement including 

geography of the operational area, available strategic lift, Serviceunique deployment capabilities, diplomatic agreements, changes in 

command structure, protection, level and type of OGA and NGO 

participation, distribution and sustainment capabilities, enemy 

reinforcement capabilities, and public opinion. Thinking about the best 

arrangement helps determine the tempo of activities in time, space, 

and purpose. (JP 3-0)

assembly area: (DOD, NATO) 1. An area in which a command is 

assembled preparatory to further action. 2. In a supply installation, the 

gross area used for collecting and combining components into 

complete units, kits, or assemblies. (JP 1-02)

assign: (DOD, NATO) 1. To place units or personnel in an 

organization where such placement is relatively permanent, and/or 

where such organization controls and administers the units or 

personnel for the primary function, or greater portion of the functions, of 

the unit or personnel. 2. (DOD Only) To detail individuals to specific 
306

duties or functions where such duties or functions are primary and/or 

relatively permanent. See also attach. (JP 1-02)

assumption: (DOD) A supposition on the current situation or a 

presupposition on the future course of events, either or both assumed 

to be true in the absence of positive proof, necessary to enable the

commander in the process of planning to complete an estimate of the 

situation and make a decision on the course of action. (JP 1-02) 

attach: (DOD) 1. The placement of units or personnel in an 

organization where such placement is relatively temporary. 2. The 

detailing of individuals to specific functions where such functions are 

secondary or relatively temporary, e.g., attached for quarters and 

rations; attached for flying duty. See also assign. (JP 1-02)

augmentation forces: (DOD) Forces to be transferred from a 

supporting Combatant Commander to the Combatant Command 

(command authority) or operational control of a supported Combatant 

Commander during the execution of an operation order approved by 

the president and SecDef. (JP 1-02) 

battle damage assessment (BDA): (DOD) The estimate of damage 

resulting from the application of lethal or nonlethal military force. Battle 

damage assessment is composed of physical damage assessment, 

functional damage assessment, and target system assessment. Also 

called BDA. See also combat assessment. (JP 1-02) 

battlespace: (DOD) The environment, factors, and conditions that 

must be understood to successfully apply combat power, protect the 

force, or complete the mission. This includes the air, land, sea, space, 

and the included enemy and friendly forces; facilities; weather; terrain; 

the electromagnetic spectrum; and the information environment within 

the operational areas and areas of interest. See also electromagnetic 

spectrum; information environment; joint intelligence preparation of the 

battlespace. (JP 1-02) 

branch: (DOD) 1. A subdivision of any organization. 2. A

geographically separate unit of an activity, which performs all or part of 

the primary functions of the parent activity on a smaller scale. Unlike 

an annex, a branch is not merely an overflow addition. 3. An arm or 

service of the Army. 4. The contingency options built into the base 

plan. A branch is used for changing the mission, orientation, or 

direction of movement of a force to aid success of the operation based
307

on anticipated events, opportunities, or disruptions caused by enemy 

actions and reactions. See also sequel. (JP 1-02)

budget authority: The authority conferred by law to enter into 

obligations, that is, appropriations, authority to borrow, or contract 

authority, that will result in immediate or future outlays involving 

Government funds. 

budget estimates submission: Service and DOD agency budget 

estimates based on approved programs in the Program Decision 

Memorandums and the most recent fiscal and monetary guidelines and 

assumptions. 

campaign: (DOD) A series of related military operations aimed at 

achieving strategic and operational objectives within a given time and 

space. See also campaign plan. (JP 1-02) 

campaign plan: (DOD) A joint operation plan for a series of related 

major operations aimed at achieving strategic or operational objectives 

within a given time and space. See also campaign; campaign 

planning. (JP 1-02)

campaign planning: (DOD) The process whereby Combatant 

Commanders and subordinate joint force commanders translate 

national or theater strategy into operational concepts through the 

development of an operation plan for a campaign. Campaign planning 

may begin during contingency planning when the actual threat, national 

guidance, and available resources become evident, but is normally not 

completed until after the president or SecDef selects the course of 

action during crisis action planning. Campaign planning is conducted 

when contemplated military operations exceed the scope of a single 

major joint operation. See also campaign; campaign plan. (JP 1-02)

center of gravity: (DOD) The source of power that provides moral or 

physical strength, freedom of action, or will to act. Also called COG. 

See also decisive point. (JP 1-02)

Chairman of the Joint Chiefs of Staff (CJCS): Principal military 

adviser to the president, the National Security Council, and the SecDef.

Chairman’s Program Assessment (CPA): (DOD) Provides the 

Chairman of the Joint Chiefs of Staff's personal appraisal on alternative 

program recommendations and budget proposals to the SecDef for 

consideration in refining the defense program and budget in 
308

accordance with 10 United States Code. The Chairman's program 

assessment comments on the risk associated with the programmed 

allocation of Defense resources and evaluates the conformance of 

program objective memoranda to the priorities established in strategic 

plans and Combatant Commanders' priority requirements. Also called 

CPA. (JP 1-02) 

Chairman’s Program Recommendations (CPR): (DOD) Provides 

the Chairman of the Joint Chiefs of Staff's personal recommendations 

to the SecDef for the programming and budgeting process before 

publishing the Defense Planning Guidance (DPG) in accordance with 

10 United States Code. The Chairman's program recommendations 

articulates programs the Chairman deems critical for the SecDef to 

consider when identifying Department of Defense priorities and 

performance goals in the DPG and emphasizes specific 

recommendations that will enhance joint readiness, promote joint 

doctrine and training, improve joint warfighting capabilities, and satisfy 

joint warfighting requirements within DOD resource constraints and 

within acceptable risk levels. Also called CPR. (JP 1-02) 

Chairman’s Readiness System (CRS): The Chairman's Readiness 

System is designed to provide DOD leadership a current, macro-level 

assessment of the military’s readiness to execute the National Military 

Strategy (NMS). The Joint Quarterly Readiness Review (JQRR) does 

this through the combination of the Services’ readiness assessments, 

to include Global Status of Resources and Training System (GSORTS) 

data, the unified Combatant Commands' readiness assessments of 

their joint mission-essential tasks (JMETs) and the Combat Support 

Agencies' (CSAs) agency mission-essential task (AMET) readiness 

assessments. (CJCSI 3401.01D)

Civil Affairs (CA): (DOD) Designated Active and Reserve Component 

forces and units organized, trained, and equipped specifically to 

conduct civil affairs operations and to support civil-military operations. 

Also called CA. See also civil affairs activities; civil-military operations. 

(JP 1-02) 

civil affairs activities: (DOD) Activities performed or supported by 

civil affairs that (1) enhance the relationship between military forces 

and civil authorities in areas where military forces are present; and (2) 

involve application of civil affairs functional specialty skills, in areas 

normally the responsibility of civil government, to enhance conduct of 

civil-military operations. See also civil affairs; civil-military operations. 

(JP 1-02)
309

civil-military operations: (DOD) The activities of a commander that 

establish, maintain, influence, or exploit relations between military 

forces, governmental and nongovernmental civilian organizations and 

authorities, and the civilian populace in a friendly, neutral, or hostile 

operational area in order to facilitate military operations, to consolidate 

and achieve operational U.S. objectives. Civil-military operations may 

include performance by military forces of activities and functions 

normally the responsibility of the local, regional, or national 

government. These activities may occur prior to, during, or subsequent 

to other military actions. They may also occur, if directed, in the 

absence of other military operations. Civil-military operations may be 

performed by designated civil affairs, by other military forces, or by a 

combination of civil affairs and other forces. Also called CMO. See 

also civil affairs; operation. (JP 1-02)

Civil-Military Operations Center (CMOC): (DOD) An organization 

normally comprised of civil affairs, established to plan and facilitate 

coordination of activities of the Armed Forces of the United States with 

indigenous populations and institutions, the private sector, 

intergovernmental organizations, nongovernmental organizations, 

multinational forces, and other governmental agencies in support of the 

joint force commander. Also called CMOC. See also civil affairs 

activities; civil-military operations; operation. (JP 1-02) 

classes of supply: (DOD) There are ten categories into which 

supplies are grouped in order to facilitate supply management and 

planning. I. Rations and gratuitous issue of health, morale, and 

welfare items. II. Clothing, individual equipment, tentage, toolsets, and 

administrative and housekeeping supplies and equipment. III. 

Petroleum, oils, and lubricants. IV. Construction materials. V. 

Ammunition. VI. Personal demand items. VII. Major end items, 

including tanks, helicopters, and radios. VIII. Medical. IX. Repair 

parts and components for equipment maintenance. X. Nonstandard 

items to support nonmilitary programs such as agriculture and 

economic development. See also ammunition; petroleum, oils, and 

lubricants. (JP 1-02)

closure: (DOD) In transportation, the process of a unit arriving at a 

specified location. It begins when the first element arrives at a 

designated location, e.g., port of entry/port of departure, intermediate 

stops, or final destination, and ends when the last element does 

likewise. For the purposes of studies and command post exercises, a 

unit is considered essentially closed after 95 percent of its movement 

requirements for personnel and equipment are completed. (JP 1-02) 
310

coalition: (DOD) An ad hoc arrangement between two or more 

nations for common action. See also alliance; multinational. (JP 1-02)

coalition action: (DOD) Multinational action outside the bounds of 

established alliances, usually for single occasions or longer 

cooperation in a narrow sector of common interest. See also alliance; 

coalition; multinational operations. (JP 1-02)

coalition force: A force composed of military elements of nations that 

have formed a temporary alliance for some specific purpose. 

combat service support: (DOD) The essential capabilities, functions, 

activities, and tasks necessary to sustain all elements of operating 

forces in theater at all levels of war. Within the national and theater 

logistic systems, it includes but is not limited to that support rendered 

by service forces in ensuring the aspects of supply, maintenance, 

transportation, health services, and other services required by aviation 

and ground combat troops to permit those units to accomplish their 

missions in combat. Combat service support encompasses those 

activities at all levels of war that produce sustainment to all operating 

forces on the battlefield. Also called CSS. See also combat support. 

(JP 1-02)

combat support: (DOD) Fire support and operational assistance 

provided to combat elements. Also called CS. See also combat service 

support. (JP 1-02) 

combat support agency: (DOD) A Department of Defense agency so 

designated by Congress or the SecDef that supports military combat 

operations. Also called CSA. (JP 1-02)

combatant command (CCMD): (DOD) A unified or specified 

command with a broad continuing mission under a single commander 

established and so designated by the president, through the SecDef

and with the advice and assistance of the Chairman of the Joint Chiefs 

of Staff. Combatant commands typically have geographic or functional 

responsibilities. See also specified command; unified command. (JP 1-

02) 

combatant command (command authority) (COCOM): (DOD) 

Nontransferable command authority established by title 10 (“Armed 

Forces”), United States Code, section 164, exercised only by 

commanders of unified or specified combatant commands unless 

otherwise directed by the president or the SecDef. Combatant 
311

command (command authority) cannot be delegated and is the 

authority of a combatant commander to perform those functions of 

command over assigned forces involving organizing and employing 

commands and forces, assigning tasks, designating objectives, and 

giving authoritative direction over all aspects of military operations, joint 

training, and logistics necessary to accomplish the missions assigned 

to the command. Combatant command (command authority) should be 

exercised through the commanders of subordinate organizations. 

Normally this authority is exercised through subordinate joint force 

commanders and Service and/or functional component commanders. 

Combatant command (command authority) provides full authority to 

organize and employ commands and forces, as the combatant 

commander considers necessary to accomplish assigned missions. 

Operational control is inherent in combatant command (command 

authority). Also called COCOM. See also combatant command; 

combatant commander; operational control; tactical control. (JP 1-02)

combatant commander (CCDR): (DOD) A commander of one of the 

unified or specified combatant commands established by the president. 

See also combatant command; specified combatant command; unified 

combatant command. (JP 1-02) 

combating terrorism: (DOD) Actions, including antiterrorism 

(defensive measures taken to reduce vulnerability to terrorist acts) and 

counterterrorism (offensive measures taken to prevent, deter, and 

respond to terrorism), taken to oppose terrorism throughout the entire 

threat spectrum. Also called CBT. See also antiterrorism; 

counterterrorism. (JP 1-02) 

combined: (DOD) Between two or more forces or agencies of two or 

more allies. (When all allies or services are not involved, the 

participating nations and services shall be identified, e.g., combined 

navies.) (JP 1-02) 

combined operations: (DOD, NATO) An operation conducted by 

forces of two or more allied nations acting together for the 

accomplishment of a single mission. (JP 1-02) 

Command and Control (C2): (DOD) The exercise of authority and 

direction by a properly designated commander over assigned and 

attached forces in the accomplishment of the mission. C2 functions are 

performed through an arrangement of personnel, equipment, 

communications, facilities, and procedures employed by a commander 

in planning, directing, coordinating, and controlling forces and 
312

operations in the accomplishment of the mission. Also called C2. (JP 

1-02) 

command and control system: (DOD) The facilities, equipment, 

communications, procedures, and personnel essential to a commander 

for planning, directing, and controlling operations of assigned and 

attached forces pursuant to the missions assigned. (JP 1-02) 

Commander’s Critical Information Requirements (CCIR): (DOD) 

An information requirement identified by the commander as being 

critical to facilitating timely decision-making. The two key elements are 

friendly force information requirements and priority intelligence 

requirements. See also information; information requirements; 

intelligence; priority intelligence requirement. (JP 1-02)

commander’s estimate: (DOD) In the context of the Joint Operation 

Planning and Execution System level 1 planning detail for contingency 

planning, a developed course of action. The product for this level can 

be a course of action briefing, command directive, commander's 

estimate, or a memorandum. The commander's estimate provides the 

SecDef with military courses of action to meet a potential contingency. 

See also commander's estimate of the situation. (JP 1-02)

commander’s estimate of the situation: (DOD) A process of 

reasoning by which a commander considers all the circumstances 

affecting the military situation and arrives at a decision as to a course 

of action to be taken to accomplish the mission. A commander's 

estimate, which considers a military situation so far in the future as to 

require major assumptions, is called a commander's long-range 

estimate of the situation. (JP 1-02) 

commander’s intent: (DOD) A concise expression of the purpose of 

the operation and the desired end state. It may also include the 

commander's assessment of the adversary commander's intent and an 

assessment of where and how much risk is acceptable during the 

operation. See also assessment; end state. (JP 1-02)

completeness: (DOD) The joint operation plan review criterion for 

assessing whether operation plans incorporate major operations and 

tasks to be accomplished and to what degree they include forces 

required, deployment concept, employment concept, sustainment 

concept, time estimates for achieving objectives, description of the end 

state, mission success criteria, and mission termination criteria. (JP 1-

02)
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component: (DOD) 1. One of the subordinate organizations that 

constitute a joint force. Normally a joint force is organized with a 

combination of Service and functional components. (JP 1) 2. In 

logistics, a part or combination of parts having a specific function, 

which can be installed or replaced only as an entity. (JP 4-0) Also 

called COMP. See also functional component command; Service 

component command. (JP 1-02) 

condition: Those variables of an operational environment or situation 

in which a unit, system, or individual is expected to operate and may 

affect performance. (JP 1-02). Also, variables of the operational 

environment, including scenario that affects task performance. (CJCSM 

3500.04F, CJCSI 3500.02A)

contingency: (DOD) A situation requiring military operations in 

response to natural disasters, terrorists, subversives, or as otherwise 

directed by appropriate authority to protect U.S. interests. See also 

contingency contracting. (JP 1-02) 

contingency planning: (DOD) The Joint Operation Planning and 

Execution System planning activities that occur in non-crisis situations. 

The Joint Planning and Execution Community uses contingency 

planning to develop operation plans for a broad range of contingencies 

based on requirements identified in the Contingency Planning 

Guidance, Joint Strategic Capabilities Plan, or other planning directive. 

Contingency planning underpins and facilitates the transition to crisis 

action planning. (JP 1-02) 

Contingency Planning Guidance (CPG): (DOD) The CPG fulfills the 

statutory duty of the SecDef to furnish written policy guidance annually 

to the Chairman of the Joint Chiefs of Staff for contingency planning. 

The Secretary issues this guidance with the approval of the president

after consultation with the Chairman of the Joint Chiefs of Staff. The 

CPG focuses the guidance given in the National Security Strategy and 

Defense Planning Guidance, and is the principal source document for 

the Joint Strategic Capabilities Plan. Also called CPG. (JP 1-02)

control: (DOD) 1. Authority that may be less than full command 

exercised by a commander over part of the activities of subordinate or 

other organizations. 2. In mapping, charting, and photogrammetry, a 

collective term for a system of marks or objects on the Earth or on a 

map or a photograph, whose positions or elevations (or both) have 

been or will be determined. 3. Physical or psychological pressures 

exerted with the intent to assure that an agent or group will respond as 
314

directed. 4. An indicator governing the distribution and use of 

documents, information, or material. Such indicators are the subject of 

intelligence community agreement and are specifically defined in 

appropriate regulations. See also administrative control; operational 

control; tactical control. (JP 1-02)

coordinating authority: (DOD) A commander or individual assigned 

responsibility for coordinating specific functions or activities involving 

forces of two or more Military Departments, two or more joint force 

components, or two or more forces of the same Service. The 

commander or individual has the authority to require consultation 

between the agencies involved, but does not have the authority to 

compel agreement. In the event that essential agreement cannot be 

obtained, the matter shall be referred to the appointing authority. 

Coordinating authority is a consultation relationship, not an authority 

through which command may be exercised. Coordinating authority is 

more applicable to planning and similar activities than to operations. 

(JP 1-02)

country team: (DOD) The senior, in-country, U.S. coordinating and 

supervising body, headed by the Chief of the U.S. diplomatic mission, 

and composed of the senior member of each represented U.S.

department or agency, as desired by the Chief of the U.S. mission. (JP 

1-02) 

Course of Action (COA): (DOD) 1. Any sequence of activities that 

an individual or unit may follow. 2. A possible plan open to an 

individual or commander that would accomplish, or is related to the 

accomplishment of the mission. 3. The scheme adopted to 

accomplish a job or mission. 4. A line of conduct in an engagement. 

5. A product of the Joint Operation Planning and Execution System

concept development phase and the course-of-action determination 

steps of the joint operation planning process. (JP 1-02)

crisis: (DOD) An incident or situation involving a threat to a nation, its 

territories, citizens, military forces, possessions, or vital interests that 

develops rapidly and creates a condition of such diplomatic, economic, 

political, or military importance that commitment of military forces and 

resources is contemplated to achieve national objectives. (JP 1-02)

Crisis Action Planning (CAP): (DOD) One of the two types of joint 

operation planning. The Joint Operation Planning and Execution 

System process involving the time-sensitive development of joint 

operation plans and operation orders for the deployment, employment, 
315

and sustainment of assigned and allocated forces and resources in 

response to an imminent crisis. Crisis action planning is based on the 

actual circumstances that exist at the time planning occurs. See also 

contingency planning; joint operation planning; Joint Operation 

Planning and Execution System. (JP 1-02) 

criterion: The minimum acceptable level of performance associated 

with a particular measure of task performance. It is often expressed as 

a specific number of hours, days, percent, occurrences, minutes, miles, 

or some other form of command stated measure. (CJCSM 3500.04F, 

CJCSI 3500.02A)

critical capability: (DOD) A means that is considered a crucial 

enabler for a center of gravity to function as such and is essential to the 

accomplishment of the specified or assumed objective(s). (JP 1-02)

critical item: (DOD) An essential item which is in short supply or 

expected to be in short supply for an extended period. See also critical 

supplies and materiel; regulated item. (JP 1-02)

critical joint duty assignment billet: (DOD) A joint duty assignment 

position for which, considering the duties and responsibilities of the 

position, it is highly important that the assigned officer is particularly 

trained in, and oriented toward, joint matters. Critical billets are 

selected by heads of joint organizations, approved by the SecDef and 

documented in the Joint Duty Assignment List. (JP 1-02) 

critical requirement: (DOD) An essential condition, resource, and 

means for a critical capability to be fully operational. (JP 1-02)

decision: (DOD) In an estimate of the situation, a clear and concise 

statement of the line of action intended to be followed by the 

commander as the one most favorable to the successful 

accomplishment of the assigned mission. (JP 1-02) 

decision point: (DOD) A point in space and time when the 

commander or staff anticipates making a key decision concerning a 

specific course of action. See also course of action; decision support 

template; target area of interest. (JP 1-02)

Defense Planning Guidance (DPG): (DOD) This document, issued 

by the SecDef, provides firm guidance in the form of goals, priorities, 

and objectives, including fiscal constraints, for the development of the 
316

Program Objective Memorandums by the Military Departments and 

Defense agencies. (JP 1-02)

defense support of civil authorities: (DOD) Civil support provided 

under the auspices of the National Response Plan. Also called DSCA. 

(JP 1-02)

Deployable Joint Task Force Augmentation Cell (DJTFAC): (DOD) 

A Combatant Commander asset composed of personnel from the 

Combatant Command and components' staffs. The members are a 

joint, multi-disciplined group of planners and operators who 

operationally report to the Combatant Commander's operations 

directorate until deployed to a joint task force. (JP 1-02)

deployment database: (DOD) The Joint Operation Planning and 

Execution System database containing the necessary information on 

forces, materiel, and filler and replacement personnel movement 

requirements to support execution. The database reflects information 

contained in the refined time-phased force and deployment data from 

the contingency planning process or developed during the various 

phases of the crisis action planning process, and the movement 

schedules or tables developed by the transportation component 

commands to support the deployment of required forces, personnel, 

and materiel. See also time-phased force and deployment data. (JP 1-

02)

deployment order: (DOD) A planning directive from the SecDef, 

issued by the Chairman of the Joint Chiefs of Staff that authorizes and 

directs the transfer of forces between Combatant Commands by 

reassignment or attachment. A deployment order normally specifies 

the authority that the gaining Combatant Commander will exercise over 

the transferred forces. Also called DEPORD. See also deployment; 

deployment planning; prepare to deploy order. (JP 1-02)

deterrence: (DOD) The prevention from action by fear of the 

consequences. Deterrence is a state of mind brought about by the 

existence of a credible threat of unacceptable counteraction. (JP 1-02) 

Direct Liaison Authorized (DIRLAUTH): (DOD) That authority 

granted by a commander (any level) to a subordinate to directly consult 

or coordinate an action with a command or agency within or outside of 

the granting command. Direct liaison authorized is more applicable to 

planning than operations and always carries with it the requirement of 

keeping the commander granting direct liaison authorized informed. 
317

Direct liaison authorized is a coordination relationship, not an authority 

through which command may be exercised. (JP 1-02)

direct support: (DOD) A mission requiring a force to support another 

specific force and authorizing it to answer directly to the supported 

force’s request for assistance. Also called DS. See also close support; 

general support; mission; mutual support; support. (JP 1-02)

directive authority for logistics: (DOD) Combatant commander 

authority to issue directives to subordinate commanders, including 

peacetime measures, necessary to ensure the effective execution of 

approved operation plans. Essential measures include the optimized 

use or reallocation of available resources and prevention or elimination 

of redundant facilities and/or overlapping functions among the Service 

component commands. Also called DAFL. See also combatant 

command (command authority); logistics. (JP 1-02)

Disaster Assistance Response Team (DART): (DOD) United States 

Agency for International Development’s (USAID) Office of Foreign 

Disaster Assistance (OFDA) provides this rapidly deployable team in 

response to international disasters. A DART provides specialists, 

trained in a variety of disaster relief skills, to assist U.S. embassies and 

USAID missions with the management of U.S. Government response 

to disasters. See also foreign disaster; foreign disaster relief. (JP 1-02) 

doctrine: (DOD) Fundamental principles by which the military forces 

or elements thereof guide their actions in support of national objectives. 

It is authoritative but requires judgment in application. See also 

multinational doctrine; joint doctrine; multi-Service doctrine. (JP 1-02)

effective U.S. controlled ships: (DOD) U.S.-owned foreign flagships 

that can be tasked by the Maritime Administration to support 

Department of Defense requirements when necessary. Also called 

EUSCS. (JP 1-02) 

Electronic Warfare (EW): (DOD) Military action involving the use of 

electromagnetic and directed energy to control the electromagnetic 

spectrum or to attack the enemy. Electronic warfare consists of three 

divisions: electronic attack, electronic protection, and electronic 

warfare support. See also directed energy; electromagnetic spectrum; 

electronic attack; electronic protection; electronic warfare support. (JP 

1-02)
318

emergency action committee: (DOD) An organization established at 

a foreign service post by the chief of mission or principal officer for the 

purpose of directing and coordinating the post's response to 

contingencies. It consists of consular representatives and members of 

other local U.S. Government agencies in a foreign country who assist 

in the implementation of a Department of State emergency action plan. 

Also called EAC. (JP 1-02)

Emergency Action Plan (EAP): Reference materials maintained by 

U.S. Embassies that support the formulation of a NEO operation plan. 

One section addresses the military-assisted evacuation of U.S. citizens 

and designated foreign nationals. Included are possible courses of 

action for different threat environments, location of evacuation sites, 

location of assembly areas and major supply routes, key personnel, 

and amount of Class I on hand. 

employment: (DOD) The strategic, operational, or tactical use of 

forces. (JP 1-02)

end state: (DOD) The set of required conditions that defines 

achievement of the commander's objectives. (JP 1-02)

engagement: All military activities involving other nations intended to 

shape the theater security environment in peacetime. 

essential task: (DOD) In the context of joint operation planning, a 

specified or implied task that an organization must perform to 

accomplish the mission. An essential task is typically included in the 

mission statement. See also implied task; specified task. (JP 1-02)

execute order: (DOD) 1. An order issued by the Chairman of the 

Joint Chiefs of Staff, at the direction of the SecDef, to implement a 

decision by the president to initiate military operations. 2. An order to 

initiate military operations as directed. Also called EXORD. (JP 1-02)

execution planning: (DOD) The Joint Operation Planning and 

Execution System translation of an approved course of action into an 

executable plan of action through the preparation of a complete 

operation plan or operation order. Execution planning is detailed 

planning for the commitment of specified forces and resources. During 

crisis action planning, an approved operation plan or other approved 

course of action is adjusted, refined, and translated into an operation 

order. Execution planning can proceed on the basis of prior 

contingency planning, or it can take place in the absence of prior 
319

planning. Also called EP. See also Joint Operation Planning and 

Execution System. (JP 1-02)

executive agent: (DOD). The Head of a DOD Component to whom 

the Secretary of Defense or the Deputy Secretary of Defense has 

assigned or delegated specific functions, responsibilities, and 

authorities to act on their behalf to perform a range of activities that 

involve two or more of the DOD Components. Designation as a DOD 

Executive Agent, in and of itself, confers no function, responsibility, or 

authority. The exact nature and scope of the DOD Executive Agent 

functions, responsibilities, and authorities must be stated in the 

establishing document. 

force list: (DOD) A total list of forces required by an operation plan, 

including assigned forces, augmentation forces, and other forces to be 

employed in support of the plan. (JP 1-02)

force projection: (DOD) The ability to project the military instrument 

of national power from the United States or another theater, in 

response to requirements for military operations. See also force. (JP 1-

02)

force protection: (DOD) Preventive measures taken to mitigate 

hostile actions against Department of Defense personnel (to include 

family members), resources, facilities, and critical information. Force 

protection does not include actions to defeat the enemy or protect 

against accidents, weather, or disease. Also called FP. See also force; 

force protection condition; protection. (JP 1-02)

foreign disclosure: the transfer of classified military information (CMI) 

or Controlled Unclassified Information (CUI) to a foreign government or 

international organization through approved government-to-government 

channels. Disclosures may be accomplished through oral, visual or 

documentary modes.

foreign internal defense: (DOD) Participation by civilian and military 

agencies of a government in any of the action programs taken by 

another government or other designated organization to free and 

protect its society from subversion, lawlessness, and insurgency. Also 

called FID. (JP 1-02)

fragmentary order: (DOD) An abbreviated form of an operation order 

issued as needed after an operation order to change or modify that 
320

order or to execute a branch or sequel to that order. Also called 

FRAGORD. (JP 1-02)

functional component command: (DOD) A command normally, but 

not necessarily, composed of forces of two or more Military 

Departments which may be established across the range of military 

operations to perform particular operational missions that may be of 

short duration or may extend over a period of time. See also 

component; Service component command. (JP 1-02) 

Future Years Defense Program (FYDP): The program and financial 

plan for the Department of Defense as approved by the SecDef. The 

FYDP arrays cost data, manpower and force structure over a 6-year 

period (force structure for an additional 3 years), portraying this data by 

major force program for DOD internal review for the program and 

budget review submission. It is also provided to the Congress in 

conjunction with the president’s budget. (DOD 7000.14-R) 

Global Command and Control System (GCCS): highly mobile, 

deployable command and control system supporting forces for joint and 

multinational operations across the range of military operations, 

anytime and anywhere in the world with compatible, interoperable, and 

integrated command, control, communications, computers, and 

intelligence systems. 

Global Transportation Network (GTN): (DOD) The automated 

support necessary to enable U.S. Transportation Command and its 

components to provide global transportation management. The Global 

Transportation Network provides the integrated transportation data and 

systems necessary to accomplish global transportation planning, 

command and control, and in-transit visibility across the range of 

military operations. The designated Department of Defense in-transit 

visibility system provides customers with the ability to track the identity, 

status, and location of Department of Defense units and non-unit cargo, 

passengers, patients, forces, and military and commercial airlift, sealift, 

and surface assets from origin to destination across the range of 

military operations. The Global Transportation Network collects, 

integrates, and distributes transportation information to Combatant 

Commanders, Services, and other Department of Defense customers. 

Global Transportation Network provides U.S. Transportation Command 

with the ability to perform command and control operations, planning 

and analysis, and business operations in tailoring customer 

requirements throughout the requirements process. Also called GTN. 
321

See also global transportation management; in-transit visibility; United 

States Transportation Command. (JP 1-02)

hostile act: (DOD) An attack or other use of force against the U.S., 

U.S. forces, or other designated persons or property. It also includes 

force used directly to preclude or impede the mission and/or duties of 

U.S. forces, including the recovery of U.S. personnel or vital U.S.

Government property. (JP 1-02) 

hostile intent: (DOD) The threat of imminent use of force by a foreign 

force, terrorist(s), or organization against the United States and U.S.

national interests, U.S. forces and, in certain circumstances, U.S.

nationals, their property, U.S. commercial assets, and other designated 

non-U.S. forces, foreign nationals, and their property. When hostile 

intent is present, the right exists to use proportional force, including 

armed force, in self-defense by all necessary means available to deter 

or neutralize the potential attacker or, if necessary, to destroy the 

threat. A determination that hostile intent exists and requires the use of 

proportional force in self-defense must be based on evidence that an 

attack is imminent. Evidence necessary to determine hostile intent will 

vary depending on the state of international and regional political 

tension, military preparations, intelligence, and indications and warning 

information. (JP 1-02)

host-nation support: (DOD) Civil and/or military assistance rendered 

by a nation to foreign forces within its territory during peacetime, crises 

or emergencies, or war based on agreements mutually concluded 

between nations. Also called HNS. See also host nation. (JP 1-02)

humanitarian and civic assistance: (DOD) Assistance to the local 

populace provided by predominantly U.S. forces in conjunction with 

military operations and exercises. This assistance is specifically 

authorized by title 10, U.S. Code, section 401, and funded under 

separate authorities. Assistance provided under these provisions is 

limited to (1) medical, dental, and veterinary care provided in rural 

areas of a country; (2) construction of rudimentary surface 

transportation systems; (3) well drilling and construction of basic 

sanitation facilities; and (4) rudimentary construction and repair of 

public facilities. Assistance must fulfill unit training requirements that 

incidentally create humanitarian benefit to the local populace. Also 

called HCA. See also foreign humanitarian assistance. (JP 1-02) 

implementation: (DOD) Procedures governing the mobilization of the 

force and the deployment, employment, and sustainment of military 
322

operations in response to execution orders issued by the SecDef. Also 

called IMP. (JP 1-02)

indications and warning (I&W): (DOD) Those intelligence activities 

intended to detect and report time-sensitive intelligence information on 

foreign developments that could involve a threat to the United States or 

allied and/or coalition military, political, or economic interests or to U.S.

citizens abroad. It includes forewarning of hostile actions or intentions 

against the United States, its activities, overseas forces, or allied and/or 

coalition nations. Also called I&W. See also information; intelligence. 

(JP 1-02)

information operations (IO): (DOD) The integrated employment of 

the core capabilities of electronic warfare, computer network 

operations, psychological operations, military deception, and 

operations security, in concert with specified supporting and related 

capabilities, to influence, disrupt, corrupt or usurp adversarial human 

and automated decision making while protecting our own. Also called 

IO. See also computer network operations; electronic warfare; military 

deception; operations security; psychological operations. (JP 1-02) 

in-place force: (DOD) 1. A NATO assigned force that, in peacetime, 

is principally stationed in the designated combat zone of the NATO 

command to which it is committed. 2. Force within a combatant 

commander’s area of responsibility and under the combatant 

commander’s Combatant Command (command authority). (JP 1-02)

integrated priority list (IPL): (DOD) A list of a combatant 

commander’s highest priority requirements, prioritized across Service 

and functional lines, defining shortfalls in key programs that, in the 

judgment of the combatant commander, adversely affect the capability 

of the combatant commander’s forces to accomplish their assigned 

mission. The integrated priority list provides the combatant 

commander’s recommendations for programming funds in the planning, 

programming, and budgeting system process. Also called IPL. (JP 1-

02)

intelligence estimate: (DOD) The appraisal expressed in writing or 

orally, of available intelligence relating to a specific situation or 

condition with a view to determining the courses of action open to the 

enemy or adversary and the order of probability of their adoption. (JP 

1-02) 
323

interagency coordination: (DOD) Within the context of Department of 

Defense involvement, the coordination that occurs between elements 

of Department of Defense, and engaged U.S. Government agencies for 

the purpose of achieving an objective. (JP 1-02)

interagency operations: operations in which government or 

nongovernment agencies interact with the Armed Forces of the United 

States. These agencies may include the National Security Council, 

headquarters of operating elements of the Department of State and 

Transportation, the Central Intelligence Agency, and the Adjutants

General of the 50 states and four territories; and other U.S. government 

agencies; agencies of partner nations; nongovernmental organizations; 

regional and international organizations such as the North Atlantic 

Treaty Organization and the United Nations; and the agencies of the 

host country. 

internal defense and development (IDAD): (DOD) The full range of 

measures taken by a nation to promote its growth and to protect itself 

from subversion, lawlessness, and insurgency. It focuses on building 

viable institutions (political, economic, social, and military) that respond 

to the needs of society. Also called IDAD. See also foreign internal 

defense. (JP 1-02)

international logistics: (DOD) The negotiating, planning, and 

implementation of supporting logistics arrangements between nations, 

their forces, and agencies. It includes furnishing logistic support (major 

end items, materiel, and/or services) to, or receiving logistic support 

from, one or more friendly foreign governments, international 

organizations, or military forces, with or without reimbursement. It also 

includes planning and actions related to the intermeshing of a 

significant element, activity, or component of the military logistics 

systems or procedures of the United States with those of one or more 

foreign governments, international organizations, or military forces on a 

temporary or permanent basis. It includes planning and actions related 

to the utilization of United States logistics policies, systems, and/or 

procedures to meet requirements of one or more foreign governments, 

international organizations, or forces. (JP 1-02) 

joint: (DOD) connotes activities, operations, organizations, etc., in 

which elements of two or more Military Departments participate. (JP 1-

02)

Joint After-Action Reporting System (JAARS): (DOD) formal 

process for the collection and dissemination of observations, lessons 
324

learned, and issues generated from joint operations and exercises. 

(CJCSI 3150.25/JAARS)

joint doctrine: (DOD) fundamental principles that guide the 

employment of forces of two or more Services in coordinated action 

toward a common objective. It will be promulgated by the Chairman of 

the Joint Chiefs of Staff, in coordination with the Combatant 

Commands, Services, and Joint Staff. (JP 1-02)

joint duty assignment (JDA): (DOD) an assignment to a designated 

position in a multi-Service, joint or multinational command or activity 

that is involved in the integrated employment or support of the land, 

sea, and air forces of at least two of the three Military Departments. 

Such involvement includes, but is not limited to, matters relating to 

national military strategy, joint doctrine and policy, strategic planning, 

contingency planning, and command and control of combat operations 

under a unified or specified command. (JP 1-02)

Joint Duty Assignment List (JDAL): (DOD) positions designated as 

joint duty assignments are reflected in a list approved by the SecDef

and maintained by the Joint Staff. The Joint Duty Assignment List is 

reflected in the Joint Duty Assignment Management Information 

System. (JP 1-02)

joint force: (DOD) a general term applied to a force composed of 

significant elements, assigned or attached, of two or more Military 

Departments, operating under a single joint force commander. (JP 1-

02)

joint force commander (JFC): (DOD) general term applied to a 

combatant commander, sub-unified commander, or joint task force 

commander authorized to exercise Combatant Command (command 

authority) or operational control over a joint force. (JP 1-02)

joint force special operations component commander: The 

commander within a unified command, subordinate unified command, 

or joint task force responsible to the establishing commander for 

making recommendations on the proper employment of assigned, 

attached, and/or made available for tasking special operations forces 

and assets; planning and coordinating special operations; or 

accomplishing such operational missions as may be assigned. The 

joint force special operations component commander is given the 

authority necessary to accomplish missions and tasks assigned by the 

establishing commander. Also called JFSOCC. (JP 3-0)
325

Joint Integrated Prioritized Target List (JIPTL): (DOD) prioritized list 

of targets and associated data approved by a joint force commander, 

and maintained by a joint task force. Targets and priorities are derived 

from the recommendations of components in conjunction with their 

proposed operations supporting the joint force commander’s objectives 

and guidance. (JP 1-02)

Joint Intelligence Preparation of the Battlespace (JIPB): (DOD) the 

analytical process used by joint intelligence organizations to produce 

intelligence assessments, estimates and other intelligence products in 

support of the joint commander’s decision making process. It is a 

continuous process that includes defining the total battlespace 

environment; describing the battlespace’s effects; evaluating the 

adversary; and determining and describing adversary potential courses 

of action. The process is used to analyze the air, land, sea, space, 

electromagnetic, cyberspace, and human dimensions of the 

environment and to determine an opponent’s capabilities to operate in 

each. Joint intelligence preparation of the battlespace products are 

used by the joint force and component command staffs in preparing 

their estimates and are also applied during the analysis and selection 

of friendly courses of action. (JP 1-02)

Joint Lessons Learned Information System (JLLIS): The JLLIS

supports the Director, DLA in the execution of his responsibilities and to 

helps enable continuous process improvement by gathering 

observations and recommendations and making that data available 

across the enterprise. These lessons learned, after action reviews, and 

knowledge claims may be from operations, exercises, and other 

activities as well as from partner organizations in order to identify 

emerging issues, collect and manage the DLA JLLIS database, and 

report findings, trends, and issues through electronic media. 

Joint Lessons Learned Program (JLLP): The JCLL provides the 

joint community a method to identify, capture, and share information 

collected as a result of operations, exercises, training events, and other 

sources for the purpose of enhancing an organization’s performance to 

accomplish warfighting tasks. The JCLL is comprised of a set of 

interrelated systems, formal and informal, designed to collect, analyze, 

and share information. The JLLP capitalizes on the lessons learned 

process at work in these interrelated systems to improve warfighting 

capabilities. Similar processes occur at all levels within the program. 

The JLLP consists of four principal components: user, input, process, 

and output. The process stage is comprised of four primary 
326

procedures: collection, analysis, maintaining, and the dissemination of 

information.

joint logistics: (DOD) art and science of planning and carrying out, by 

a joint force commander and staff, logistic operations to support the 

protection, movement, maneuver, firepower, and sustainment of 

operating forces of two or more Services of the same nation. (JP 1-02)

joint mission essential task (JMET): (DOD) mission task selected 

from the Universal Joint Task List (UJTL) by a joint force commander 

deemed essential to mission accomplishment. Force providers will also 

select additional tasks in accordance with their joint training mission for 

assigned combatant headquarters and forces and deemed essential to 

the mission of the combatant headquarters and forces. (CJCSI 

3500.01F/JTP, CJCSI 3500.02A/UJTL POLICY & CJCSM 

3500.04F/UJTL MANUAL)

Joint Mission Essential Task List (JMETL): A list of JMETs/AMETs 

selected by a commander or agency director to accomplish an 

assigned or anticipated mission that includes associated tasks, 

conditions, and standards, and requires the identification of command 

linked and supporting tasks. Also called JMETL or AMETL. (CJCSI 

3500.01F/JTP, CJCSI 3500.02A/UJTL POLICY & CJCSM 

3500.04F/UJTL MANUAL)

Joint Monthly Readiness Review (JMRR): (DOD) provides the CJCS 

a current and broad assessment of the military’s readiness to fight, 

across all three levels of war [Strategic, Operational and Tactical]. 

(CJCS Guide 3401A/CRS)

joint operation planning: (DOD) planning for contingencies which 

can reasonably be anticipated in an area of responsibility or joint 

operations area of the command. Planning activities exclusively 

associated with the preparation of operation plans, operation plans in 

concept format, campaign plans, and operation orders (other than the 

single integrated operation plan) for the conduct of military operations 

by the Combatant Commanders in response to requirements 

established by the Chairman of the Joint Chiefs of Staff. Joint 

operation planning is coordinated at the national level to support 

SecDef Contingency Planning Guidance, strategic requirements in the 

National Military Strategy, and emerging crises. As such, joint 

operation planning includes mobilization planning, deployment 

planning, employment planning, sustainment planning, and 

redeployment planning procedures. Joint operation planning is 
327

performed in accordance with formally established planning and 

execution procedures. (JP 1-02)

Joint Operation Planning and Execution System (JOPES): (DOD) 

continuously evolving system that is being developed through the 

integration and enhancement of earlier planning and execution 

systems: Joint Operation Planning System and Joint Deployment 

System. It provides the foundation for conventional command and 

control by national and theater-level commanders and their staffs. It is 

designed to satisfy their information needs in the conduct of joint 

planning and operations. Joint Operation Planning and Execution 

System (JOPES) includes joint operation planning policies, procedures, 

and reporting structures supported by communications and automated 

data processing systems. JOPES is used to monitor, plan, and 

execute mobilization, deployment, employment, and sustainment 

activities associated with joint operations. 

joint operation planning process: a coordinated Joint Staff 

procedure used by a commander to determine the best method of 

accomplishing assigned tasks and to direct the action necessary to 

accomplish the mission. (JP 1-02)

joint operations: (DOD) a general term to describe military actions 

conducted by joint forces, or by Service forces in relationships (e.g., 

support, coordinating authority), which, of themselves, do not create 

joint forces. (JP 1-02)

Joint Operations Area (JOA): (DOD) an area of land, sea, and 

airspace, defined by a geographic Combatant Commander or 

subordinate unified commander, in which a joint force commander 

(normally a joint task force commander) conducts military operations to 

accomplish a specific mission. Joint operations areas are particularly 

useful when operations are limited in scope and geographic area or 

when operations are to be conducted on the boundaries between 

theaters. (JP 1-02)

Joint Planning and Execution Community (JPEC): (DOD) those 

headquarters, commands, and agencies involved in the training, 

preparation, movement, reception, employment, support, and 

sustainment of military forces assigned or committed to a theater of 

operations or objective area. It usually consists of the Joint Staff, 

Services, Service major commands (including the Service wholesale 

logistics commands), unified commands (and their certain Service 

component commands), subunified commands, transportation 
328

component commands, joint task forces (as applicable), Defense 

Logistics Agency, and other Defense agencies (e.g., Defense 

Intelligence Agency) as may be appropriate to a given scenario. (JP 1-

02)

Joint Planning Document (JPD): (DOD) the JPD represents the 

earliest formal, authoritative planning and broad programming advice 

from the Chairman to the SecDef. OSD begins the process of 

developing the initial draft of the Defense Planning guidance (DPG). 

The JPD articulates the Chairman’s strategy-based planning, broad 

programming direction, and priorities while taking into account 

coordinated inputs from the Services and Combatant Commanders. 

(CJCSI 3100.01/JSPS)

Joint Planning Group (JPG): (DOD) a joint force planning 

organization consisting of designated representatives of the joint force 

headquarters principal and special staff sections, joint force 

components (Service and/or functional), and other supporting 

organizations or agencies as deemed necessary by the joint force 

commander (JFC). Joint planning group membership should be 

designated spokespersons for their respective sections or 

organizations. Responsibilities and authority of the joint planning group 

are assigned by the JFC. Normally headed by the joint force chief 

planner, joint planning group responsibilities may include, but are not 

limited to, crisis action planning (to include course of action 

development and refinement), coordination of joint force operation 

order development, and planning for future operations (e.g., transition, 

termination, follow-on). (CJCSI 3100.01/JSPS)

Joint Professional Military Education (JPME): (DOD) that portion of 

professional military education concentrating on the instruction of joint 

matters. (CJCSI 3500.01F, CJCSM 3500.03/JTM, CJCSM 

3500.04B/UJT)

Joint Requirements Board (JRB): (DOD) the council of one- and 

two-star officers who consider and prepare issues for JROC 

consideration. (CJCSI 3100.01/JSPS)

Joint Requirements Oversight Council (JROC): (DOD) an advisory 

council to the CJCS to provide assistance in: identifying and assessing 

the priority of joint military requirements and acquisition programs to 

meet the national military strategy, considering alternatives to any 

acquisition program that has been identified to meet military 

requirements, and assigning joint priority among existing and future 
329

major programs meeting valid requirements identified by the 

Combatant Commands, Services, and other DOD agencies. (CJCSI 

3137.01/JWCA)

Joint Special Operations Area: An area of land, sea, and airspace 

assigned by a joint force commander to the commander of a joint 

special operations force to conduct special operations activities. It may 

be limited in size to accommodate a discrete direct action mission or 

may be extensive enough to allow a continuing broad range of 

unconventional warfare operations. Also called JSOA. (JP 3-0 and JP 

3-05.1)

Joint Special Operations Task Force (JSOTF): a joint task force 

composed of special operations units from more than one Service, 

formed to carry out a specific special operation or prosecute special 

operations in support of a theater campaign or other operations. The 

joint special operations task force may have conventional non-special 

operations units assigned or attached to support the conduct of specific 

missions. (JP 3-05.1)

joint staff: 1. The staff of a commander of command, or of a joint 

task force, which includes members from the several Services 

comprising the force. These members should be assigned in such a 

manner as to ensure that the commander understands the tactics, 

techniques, capabilities, needs, and limitations of the component parts 

of the force. Positions on the staff should be divided so that Service 

representation and influence generally reflect the Service composition 

of the force. 2. Joint Staff. The staff under the Chairman of the Joint 

Chiefs of Staff as provided for in the National Security Act of 1947, as 

amended by the DOD Reorganization Act of 1986. The Joint Staff 

assists the Chairman, and, subject to the authority, direction, and 

control of the Chairman, the other members of the Joint Chiefs of Staff 

and the Vice Chairman in carrying out their responsibilities. (JP 1-02)

Joint Strategic Capabilities Plan (JSCP): (DOD) The Joint Strategic 

Capabilities Plan provides guidance to the Combatant Commanders 

and the Joint Chiefs of Staff to accomplish task and missions based on 

current military capabilities. It apportions resources to Combatant 

Commanders, based on military capabilities resulting from completed 

program and budget actions and intelligence assessments. The JSCP 

provides a coherent framework for capabilities-based military advice 

provided to the National Command Authorities. (JP 1-02)
330

Joint Strategic Planning System (JSPS): primary means by which 

the Chairman, in consultation with the other members of the Joint 

Chiefs of Staff and the Combatant Commanders, carries out his 

statutory responsibilities to assist the president and SecDef in giving 

strategic direction to the Armed Forces; prepares strategic plans; 

prepares and reviews contingency plans; advises the president and 

SecDef on requirements, programs, and budgets; and gives net 

assessment on the capabilities of the Armed Forces of the United 

States and its allies as compared with those of their potential 

adversaries. (JP 1-02)

Joint Strategy Review (JSR): The JSR provides the primary means 

for the Chairman, in consultation with the Combatant Commanders, 

Services, and Defense agencies, to analyze strategic concepts and 

issues relevant to strategy formulation. This analysis provides a basis 

for changes to the Joint Vision and National Military Strategy. (CJCSI 

3100.01/JSPS)

Joint Tactics, Techniques, And Procedures (JTTP): the actions and 

methods which implement joint doctrine and describe how forces will 

be employed in joint operations. They will be published by CJCS, in 

coordination with the Combatant Commands, Services, and Joint Staff.

(JP 1-02)

Joint Task Force (JTF): (DOD) joint force constituted and so 

designated by the SecDef, a Combatant Commander, a subunified 

commander, or an existing joint task force commander. (JP 1-02)

Joint Theater Missile Defense (JTMD): (DOD) the integration of joint 

force capabilities to destroy enemy theater missiles in flight or prior to 

launch or to otherwise disrupt the enemy’s theater missile operations 

through an appropriate mix of mutually supportive passive missile 

defense; active missile defense; attack operations; and supporting 

command, control, communications, computers, and intelligence 

measures. Enemy theater missiles are those that are aimed at targets 

outside the continental United States. (JP 1-02)

Joint Training Information Management System (JTIMS): webbased system used by the Joint Staff, combatant commanders, 

Combat Support Agencies, and the National Guard Bureau to manage 

all large-scale, military training exercises and operational events. 

JTIMS supports the JTS by facilitating the development of an 

integrated, task-based thread to guide all four JTS phases. 
331

Requirements, plans, execution, and assessments are all linked to 

mission and mission-essential task list (METL).

Joint Universal Lessons Learned System (JULLS): (DOD) software 

package designed to create, modify, and display observations, lessons 

learned, and issues from joint exercises and operations. (CJCSI 

3150.25/JAARS)

Joint Warfighting Capabilities Assessments (JWCA): (DOD) 

continuous assessments conducted by teams of warfighting and 

functional area experts from the Joint Staff, unified commands, 

Services, Office of the SecDef, Defense agencies, and others as 

required. JWCA products and recommendations are used to assist the 

Chairman in the development of the CPR and CPA. (CJCSI 

3150.25/JAARS)

JOPES ADP: the Global Command and Control System (GCCS) 

standard computer-based system consisting of standard data files, 

standard ADP programs, and instructions for the reporting and 

exchange of data used to develop, analyze, refine, review, and 

maintain joint operation plans. 

lead agency: (DOD) designated among U.S. Government agencies to 

coordinate the interagency oversight of the day-to-day conduct of an 

ongoing operation. The lead agency is to chair the interagency working 

group established to coordinate policy related to a particular operation. 

The lead agency determines the agenda, ensures cohesion among the 

agencies and is responsible for implementing decisions. (JP 1-02)

lead nation: (DOD) one nation assumes the responsibility for 

procuring and providing a broad spectrum of logistic support for all or 

part of the multinational force and/or headquarters. Compensation 

and/or reimbursement will then be subject to agreements between the 

parties involved. The lead nation may also assume the responsibility to 

coordinate logistics of the other nations within its functional and 

regional area of responsibility. (JP 1-02)

logistics: (DOD) science of planning and carrying out the movement 

and maintenance of forces. In its most comprehensive sense, those 

aspects of military operations which deal with: a. design and 

development, acquisition, storage, movement, distribution, 

maintenance, evacuation, and disposition of materiel; b. movement, 

evacuation, and hospitalization of personnel; c. acquisition or 
332

construction, maintenance, operation, and disposition of facilities; and 

d. acquisition or furnishing of services. (JP 1-02)

logistic support: (DOD) encompasses the logistic services, materiel, 

and transportation required to support the continental United Statesbased and worldwide deployed forces. (JP 1-02)

major defense program or major force program: category of 

program elements that represents a major force, mission, or support 

function, e.g., strategic forces, intelligence and communications, 

research and development, supply and maintenance, etc. (adapted 

from DOD Instruction 7045.7)

Major Theater War (MTW): (DOD) a regionally centered crisis based 

on a significant threat to U.S. vital interests in a region that warrants the 

deployment of forces greater than division-wing-battle group 

combinations. (CJCSM 3110.01A/JSCP)

materiel: (DOD) all items (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 1-02)

measure: A parameter that provides the basis for describing varying 

levels of task accomplishment. (CJCSM 3500.04F, CJCSI 3500.02A)

Military Assistance Program: (DOD) that portion of the U.S. security 

assistance authorized by the Foreign Assistance Act of l961, as 

amended, which provides defense articles and services to recipients on 

an unreimbursable (grant) basis. (JP 1-02)

military capability: (DOD) ability to achieve a specified wartime 

objective (win a war or battle, destroy a target set). It includes four 

major components: force structure—Numbers, size, and composition 

of the units that comprise our Defense forces; e.g., divisions, ships, air 

wings; modernization—technical sophistication of forces, units, weapon 

systems, and equipment; unit readiness—ability to provide capabilities 

required by the combatant commanders to execute assigned missions, 

derived from the ability of each unit to deliver the outputs for which it

was designed; and sustainability—the ability to maintain the necessary 

level and duration of operational activity to achieve military objectives, 

a function of providing for and maintaining those levels of ready forces, 
333

materiel, and consumables necessary to support military effort. (JP 1-

02)

Military Department: one of the departments within the Department of 

Defense created by the National Security Act of 1947, as amended 

(Department of the Army, Navy, or Air Force). (JP 1-02)

Military Information Support Operations (MISO): (DOD) planned 

operations to convey selected information and indicators to foreign 

audiences to influence their emotions, motives, objective reasoning, 

and ultimately the behavior of foreign governments, organizations, 

groups, and individuals. The purpose of MISO is to induce or reinforce 

foreign attitudes and behavior favorable to the originator’s objectives. 

Note: MISO replaces the term psychological operations. (JP 1-02)

military objectives: (DOD) the derived set of military actions to be 

taken to implement National Command Authorities guidance in support 

of national objectives. Defines the results to be achieved by the 

military and assigns tasks to commanders. (JP 1-02)

military operations other than war (MOOTW): (DOD) operations that 

encompass the use of military capabilities across the range of military 

operations short of war; can be applied to complement any combination 

of the other instruments of national power and occur before, during, 

and after war. (JP 1-02)

military options: (DOD) range of military force responses that can be 

projected to accomplish assigned tasks. Options include one or a 

combination of the following: civic action, humanitarian assistance, civil 

affairs, and other military activities to develop positive relationships with 

other countries; confidence building and other measures to reduce 

military tensions; military presence; activities to convey threats to 

adversaries and truth projections; military deceptions and psychological 

operations; quarantines, blockades, and harassment operations; raids; 

intervention campaigns; armed conflict involving air, land, maritime, 

and strategic warfare campaigns and operations; support for law 

enforcement authorities to counter international criminal activities 

(terrorism, narcotics trafficking, slavery, and piracy); support for law 

enforcement authorities to suppress domestic rebellion; and support for 

insurgencies, counterinsurgency, and civil war in foreign countries. (JP 

1-02)

military strategy: (DOD) art and science of employing the armed 

forces of a nation to secure the objectives of national policy by the 
334

application of force or the threat of force. (JP 1-02)

military support to civil authorities (MSCA): (DOD) activities and 

measures taken by the Department of Defense to foster mutual 

assistance and support between the Department of Defense and any 

civil government agency in planning or preparedness for, or in the 

application of resources for response to, the consequences of civil 

emergencies or attacks, including national security emergencies. (JP 1-

02)

mission: (DOD) 1. The task, together with the purpose, that clearly 

indicates the reason for and action to be taken. 2. In common usage, 

especially when applied to lower military units, a duty assigned to an 

individual or unit; a task. 3. The dispatching of one or more aircraft to 

accomplish one particular task. (JP 1-02)

Mission Essential Task (MET): see JMETL.

mobilization: (DOD) 1. The act of assembling and organizing 

national resources to support national objectives in time of war or other 

emergencies. 2. The process by which the Armed Forces or part of 

them are brought to a state of readiness for war or other national 

emergency. This includes activating all or part of the Reserve 

Components as well as assembling and organizing personnel, 

supplies, and materiel. Mobilization of the Armed Forces includes, but 

is not limited to, the following categories: a. selective mobilization—

Expansion of the active Armed Forces resulting from action by 

Congress and/or the president to mobilize Reserve Component units, 

individual ready reservists, and the resources needed for their support 

to meet the requirements of a domestic emergency that is not the result 

of an enemy attack. b. partial mobilization—Expansion of the active 

Armed Forces resulting from action by Congress (up to full 

mobilization) or by the president (not more than 1,000,000 for not more 

than 24 consecutive months) to mobilize Ready Reserve Component 

units, individual reservists, and the resources needed for their support 

to meet the requirements of a war or other national emergency 

involving an external threat to the national security. c. full 

mobilization—Expansion of the active Armed Forces resulting from 

action by Congress and the president to mobilize all Reserve 

Component units in the existing approved force structure, all individual 

reservists, retired military personnel, and the resources needed for their 

support to meet the requirements of a war or other national emergency 

involving an external threat to the national security. Reserve personnel 

can be placed on active duty for the duration of the emergency plus six 
335

months. d. total mobilization—Expansion of the active Armed Forces 

resulting from action by Congress and the president to organize and/or 

generate additional units or personnel, beyond the existing force 

structure, and the resources needed for their support, to meet the total 

requirements of a war or other national emergency involving an 

external threat to the national security. (JP 1-02)

nation assistance: (DOD) civil and/or military assistance rendered to 

a nation by foreign forces within that nation’s territory during peacetime, 

crises or emergencies, or war based on agreements mutually 

concluded between nations. Nation assistance programs include, but 

are not limited to, security assistance, foreign internal defense, other 

U.S. Code title 10 (DOD) programs, and activities performed on a 

reimbursable basis by Federal agencies or international organizations. 

(JP 1-02)

national emergency: (DOD) a condition declared by the president or 

the Congress by virtue of powers previously vested in them that 

authorize certain emergency actions to be undertaken in the national 

interest. Action to be taken may include partial, full, or total 

mobilization of national resources. (JP 1-02)

national intelligence estimate (NIE): (DOD) a strategic estimate of 

the capabilities, vulnerabilities, and probable courses of action of 

foreign nations which is produced at the national level as a composite 

of the views of the intelligence community. (JP 1-02)

National Military Command System (NMCS): (DOD) The priority 

component of the Global Command and Control System designed to 

support the National Command Authorities and Joint Chiefs of Staff in 

the exercise of their responsibilities. (JP 1-02)

National Military Strategy (NMS): (DOD) The CJCS document 

prepared in consultation with the Combatant Commanders and the JCS 

that conveys advice on strategic direction for the Armed Forces. 

(CJCSI 8501.01/PBBS)

national objectives: (DOD) the aims, derived from national goals and 

interests, toward which a national policy or strategy is directed and 

efforts and resources of the nation are applied. (JP 1-02)

National Security Council (NSC): (DOD) governmental body 

specifically designed to assist the president in integrating all spheres of 

national security policy. The president, vice president, secretary of 
336

state, and secretary of defense are statutory members. The chairman 

of the joint chiefs of staff; director, Central Intelligence Agency; and the 

assistant to the president for National Security Affairs serve as 

advisers. (JP 1-02)

national security interests: (DOD) foundation for the development of 

valid national objectives that define U.S. goals or purposes. National 

security interests include preserving U.S. political identity, framework, 

and institutions; fostering economic well-being; and bolstering 

international order supporting the vital interests of the United States 

and its allies. 

national security strategy (national strategy, grand strategy): art 

and science of developing, applying, and coordinating the instruments 

of national power (diplomatic, economic, military and informational) to 

achieve objectives that contribute to national security. (JP 1-02)

NEOPACK: (DOD) an assembled package of selected maps, charts, 

and other geographic materials of various scales to support the 

planning and conduct of noncombatant evacuation operations in 

selected countries or areas. See also noncombatant evacuation 

operations. (JP 1-02)

Non-Governmental Organization (NGO): (DOD) transnational 

organizations of private citizens that maintain a consultative status with 

the Economic and Social Council of the United Nations. 

Nongovernmental organizations may be professional associations, 

foundations, multinational businesses, or simply groups with a common 

interest in humanitarian assistance activities (development and relief). 

“Nongovernmental organizations” is a term normally used by nonUnited States organizations. See also private voluntary organizations. 

(JP 1-02)

normal operations: (DOD) generally and collectively, the broad 

functions which a Combatant Commander undertakes when assigned 

responsibility for a given geographic or functional area. Except as 

otherwise qualified in certain unified command plan paragraphs which 

relate to particular commands, “normal operations” of a Combatant 

Commander include: planning for and execution of operations 

throughout the range of military operations; planning and conduct of 

cold war activities; planning for and administration of military 

assistance; and maintaining the relationships and exercising the 

directive or coordinating authority prescribed in Joint Pub 0-2, Admin. 

Pub 1.1, and Joint Pub 4-01. (JP 1-02)
337

Office of U.S. Foreign Disaster Assistance (OFDA): (DOD) The 

United States government agency [within the U.S. Agency for 

International Development (USAID)] that administers the president’s 

authority to provide emergency relief and long-term humanitarian 

assistance in response to disasters declared by the Ambassador (also 

known as the Chief of Mission) within the affected country or higher 

Department of State authority. USAID/OFDA may also expedite 

interventions at the operational and tactical levels through NGOs, 

PVOs, regional and international organizations, and other sources of

relief capacity. (JP 3-08, Vol. II)

operation: (DOD) a military action or the carrying out of a strategic, 

tactical, service, training, or administrative military mission; the process 

of carrying on combat, including movement, supply, attack, defense 

and maneuvers needed to gain the objectives of any battle or 

campaign. (JP 1-02)

operation plan: (DOD) any plan, except for the Single Integrated 

Operation Plan, for the conduct of military operations. Plans are 

prepared by combatant commanders in response to requirements 

established by the Chairman of the Joint Chiefs of Staff and by 

commanders of subordinate commands in response to requirements 

tasked by the establishing unified commander. Operation plans are 

prepared in either a complete format (OPLAN) or as a concept plan 

(CONPLAN). The CONPLAN can be published with or without a timephased force and deployment data (TPFDD) file. a. Operation Plan 

(OPLAN)—An operation plan for the conduct of joint operations that 

can be used as a basis for development of an operation order 

(OPORD). An OPLAN identifies the forces and supplies required to 

execute the combatant commander’s strategic concept and a 

movement schedule of these resources to the theater of operations. 

The forces and supplies are identified in TPFDD files. OPLANs will 

include all phases of the tasked operation. The plan is prepared with 

the appropriate annexes, appendixes, and TPFDD files as described in 

the Joint Operation Planning and Execution System manuals 

containing planning policies, procedures, and formats. b. Concept Plan 

(CONPLAN)—An operation plan in an abbreviated format that would 

require considerable expansion or alteration to convert it into an 

OPLAN or OPORD. A CONPLAN contains the CINC’s Strategic 

Concept and those annexes and appendixes deemed necessary by the 

combatant commander to complete planning. Generally, detailed 

support requirements are not calculated and TPFDD files are not 

prepared. c. Concept Plan with Time-Phased Force Deployment 

Database (CONPLAN with TPFDD)—A CONPLAN with TPFDD is the 
338

same as a CONPLAN except that it requires more detailed planning for 

phased deployment of forces. (JP 1-02)

operational authority: (DOD) authority exercised by a commander in 

the chain of command, defined further as combatant command 

(command authority), operational control, tactical control, or a support 

relationship. (JP 1-02)

operational chain of command: (DOD) chain of command 

established for a particular operation or series of continuing operations. 

(JP 1-02)

operational control: (DOD) Command authority that may be 

exercised by commanders at any echelon at or below the level of 

combatant command. Operational control is inherent in combatant 

command (command authority). Operational control may be delegated 

and is the authority to perform those functions of command over 

subordinate forces involving organizing and employing commands and 

forces, assigning tasks, designating objectives, and giving authoritative 

direction necessary to accomplish the mission. Operational control

includes authoritative direction over all aspects of military operations 

and joint training necessary to accomplish missions assigned to the 

command. Operational control should be exercised through the 

commanders of subordinate organizations. Normally this authority is 

exercised through subordinate joint force commanders and Service 

and/or functional component commanders. Operational control

normally provides full authority to organize commands and forces and 

to employ those forces as the commander in operational control 

considers necessary to accomplish assigned missions. Operational 

control does not include authoritative direction for logistics or matters of 

administration, discipline, internal organization, or unit training. Also 

called OPCON. (JP 1-02)

peace building: (DOD) post-conflict actions, predominately diplomatic 

and economic, that strengthen and rebuild governmental infrastructure 

and institutions in order to avoid a relapse into conflict. (JP 1-02)

Peace Enforcement (PE): (DOD) application of military force or the 

threat of its use, normally pursuant to international authorization, to 

compel compliance with resolutions or sanctions designed to maintain 

or restore peace and order. (JP 1-02)

Peace Operations (PO): (DOD) broad term encompassing 

peacekeeping operations and peace enforcement operations 
339

conducted in support of diplomatic efforts to establish and maintain 

peace. (JP 1-02)

Peacekeeping (PK): (DOD) military operations undertaken with the 

consent of all major parties to a dispute designed to monitor and 

facilitate implementation of an agreement (cease-fire, truce, or other 

such agreement) and support diplomatic efforts to reach a long-term 

political settlement. (JP 1-02)

peacemaking: (DOD) process of diplomacy, mediation, negotiation, or 

other forms of peaceful settlements that arranges an end to a dispute, 

and resolves issues that led to it. (JP 1-02)

Plan Identification Number (PID): (DOD) 1. A command-unique 

four-digit number followed by a suffix indicating the Joint Strategic 

Capabilities Plan (JSCP) year for which the plan is written, e.g., “2220-

95.” 2. In the Joint Operation Planning and Execution System (JOPES) 

data base, a five-digit number representing the command-unique four 

digit identifier, followed by a one character, alphabetic suffix indicating 

the operation plan option, or a one-digit number numeric value 

indicating the JSCP year for which the plan is written. (JP 1-02)

planning order: (DOD) 1. An order issued by the Chairman of the 

Joint Chiefs of Staff to initiate execution planning. The planning order 

will normally follow a commander’s estimate and a planning order will 

normally take the place of the Chairman of the Joint Chiefs of Staff alert 

order. National Command Authorities approval of a selected course of 

action is not required before issuing a Chairman of the Joint Chiefs of 

Staff planning order. 2. A planning directive that provides essential 

planning guidance and directs the initiation of execution planning 

before the directing authority approves a military course of action. (JP 

1-02)

Planning, Programming, Budgeting and Execution System 

(PPBES): a system based on a cyclic decision-making process with 

three distinct but interrelated phases of planning, programming, and 

budgeting. The process involves the development of all Service and 

defense agency budgets, their review and consolidation to produce the 

DOD portion of the president’s budget submission to Congress. (DOD 

Instruction 7045.14 and CJCSI 8501.01/PPBES)

Posse Comitatus Act: a United States federal law passed in 1878 

that limits the powers of the U.S. government in the use of the military 

for law enforcement. It says that military forces can provide civil 
340

support, but cannot become directly involved in law enforcement.

Presidential Decision Directive (PDD): (DOD) one of a series of 

directives that announce presidential decisions implementing national 

policy objectives in all areas of national security. All PDDs in this 

series are individually identified by number and signed by the 

president. (Prior administrations had different names for them, such as 

“national security directive.”) 

Presidential Callup: (DOD) procedures by which the president brings 

all or part of the Army National Guard or Air National Guard to active 

Federal service under section 12406 and Chapter 15 of title 10, U.S.

Code. (JP 1-02)

Principal Staff Assistant (PSA): The Office of the Secretary of 

Defense (OSD) PSAs are the Under Secretaries of Defense (USDs); 

the Assistant Secretaries of Defense (ASDs); the Director, Operational 

Test and Evaluation (DOT&E); the General Counsel of the Department 

of Defense; the Inspector General (IG) of the Department of Defense; 

and the OSD Directors or equivalents, who report directly to the 

SECDEF or the Deputy Secretary of Defense (DEPSECDEF).

prioritized regional objectives: (DOD) Theater Engagement Plans 

are based on prioritized regional objectives contained in the 

contingency planning guidance (CPG) and the JSCP. Combatant 

Commanders and executive agents derive their engagement objectives 

relating specifically to the theater, region, or countries within their AOR. 

Objectives are prioritized by the national interest they seek to advance 

and defined in the Defense Planning Guidance: Vital - Tier I; Important 

- Tier II; Lesser - Tier III. (CJCSM 3110.01A/JSCP)

priority intelligence requirements: (DOD) intelligence requirements 

for which a commander has an anticipated and stated priority in the 

task of planning and decision making. (JP 1-02)

Private Voluntary Organizations (PVO): (DOD) private, nonprofit 

humanitarian assistance organizations involved in development and 

relief activities. Private voluntary organizations are normally U.S.-

based. “Private voluntary organization” is often used synonymously 

with the term “nongovernmental organizations.” Also known as PIR. (JP 

1-02)

procedure: (DOD) a procedure begins with a specific, documented 

event that causes an activity to occur. The activity must produce a 
341

product that normally affects another external organization. Frequently, 

that product will be the event that causes another procedure to occur. 

It is important to recognize that a procedure determines “what” an 

organization must do at critical periods but does not direct “how” it will 

be done. (JP 1-02)

Program Decision Memoranda (PDMs): (DOD) a set of documents 

within which Defense Resource Board (DRB) program review decisions 

are recorded, signed by the SecDef or DepSECDEF, and issued to the 

Services and DOD components. The PDMs are the basis for 

development of the DOD budget estimate submission (BES). 

(CJCSI8501.01/PBBS)

program element: (DOD) a primary data element in the Future-Years 

Defense Program that represents (1) DOD missions or (2) units and 

their resources. (DODI7045.7/PPBS))

Program Objectives Memoranda (POM): (DOD) Recommendation of 

the DOD components [Services and defense agencies] to the SecDef

on the allocation of resources for proposed programs to achieve 

assigned missions and objectives. Proposed programs are consistent 

with the strategy and guidance stated in the Defense Planning 

Guidance (DPG) and constrained by FG [Fiscal Guidance]. (CJCSI 

8501.01/PBBS)

public affairs guidance (PAG): (DOD) a package of information to 

support public discussion of defense issues and operations; guidance 

can range from a telephonic response to a specific question to a more 

comprehensive package; may include an approved public affairs policy, 

news statements, answers to anticipated media questions, and 

community relations guidance. The public affairs guidance also 

addresses method(s), timing, location, and other details governing the 

release of information to the public. Public affairs guidance is approved 

by the Assistant to the Secretary of Defense for Public Affairs. (JP 1-

02)

readiness planning: (DOD) operational planning required for 

peacetime operations; its objective is the maintenance of high states of 

readiness and the deterrence of potential enemies and includes 

planning activities that influence day-to-day operations and the 

peacetime posture of forces. As such, its focus is on general 

capabilities and readiness rather than the specifics of a particular crisis, 

either actual or potential. The assignment of geographic 

responsibilities to Combatant Commanders, establishment of readiness 
342

standards and levels, development of peacetime deployment patterns, 

coordination of reconnaissance and surveillance assets and 

capabilities, and planning of joint exercises are examples of readiness 

planning. No formal joint planning system exists for readiness planning 

such as exists for contingency and execution planning. (JP 1-02)

record: a collection of data elements pertaining to one logical subject. 

In JOPES, for example, all the data elements used to describe a force 

requirement and its routing are stored in the “force record.” For 

resupply and replacement personnel, all the data elements are stored 

in non-unit-related cargo records and non-unit-related personnel 

records. 

Report of Potential Evacuees (F-77 Report): (DOD, DOS) a 

Department of State (DOS) document that identifies the potential 

number of evacuees in each American Embassy’s area of 

responsibility. (JP 3-07.5)

requirements capability: (DOD) provides a Joint Operation Planning 

and Execution System user the ability to identify, update, review, and 

delete data on forces and sustainment required to support an operation 

plan or course of action. (JP 1-02)

reserve component category: (DOD) category that identifies an 

individual’s status in a reserve component. The three reserve 

component categories are Ready Reserve, Standby Reserve, and 

Retired Reserve. Each reservist is identified by a specific reserve 

component category designation. (JP 1-02)

resources: (DOD) forces, materiel, and other assets or capabilities 

apportioned or allocated to the commander of a unified or specified 

command. (JP 1-02)

Rules of Engagement (ROE): (DOD) Directives issued by competent 

military authority which delineate the circumstances and limitations 

under which U.S. forces will initiate and/or continue combat 

engagement with other forces encountered. (JP 1-02, CJCSI 

3121.01/CJCS Standing ROE)

safe haven: (DOD) For Noncombatant Evacuation Operation (NEO) 

planning—Designated area(s) to which noncombatants of the U.S.

Government’s responsibility, and commercial vehicles and materiel, 

may be evacuated during a domestic or other valid emergency. (JP 1-

02)
343

security assistance: (DOD) group of programs authorized by the 

Foreign Assistance Act of 1961, as amended, and the Arms Export 

Control Act of 1976, as amended, or other related statutes by which the 

U.S. provides defense articles, military training, and other defenserelated services, by grant, loan, credit, or cash sales in furtherance of 

national policies and objectives. (JP 1-02)

Senior Readiness Oversight Council (SROC): (DOD) An executive 

readiness overview briefed to senior OSD officials, including the 

Deputy Secretary of Defense. These presentations give OSD 

leadership increased visibility on current readiness of the force and 

provide a forum to address near-term readiness concerns. (CJCS 

Guide 3401A/CRS)

Service component command: (DOD) command consisting of the 

Service component commander and all those Service forces, such as 

individuals, units, detachments, organizations, and installations under 

the command, including the support forces that have been assigned to 

a combatant command, or further assigned to a subordinate unified 

command or joint task force. (JP 1-02)

SIGINT operational control: (DOD) The authoritative direction of 

signals intelligence (SIGINT) activities, including tasking and allocation 

of effort, and the authoritative prescription of those uniform techniques 

and standards by which SIGINT information is collected, processed, 

and reported. (JP 1-02)

small scale contingency (SSC): (DOD) A regionally centered crisis 

based on a less compelling national interest or threat than those 

involved in a MTW. Smaller-scale contingency operations encompass 

the full range of military operations short of major theater warfare, 

including humanitarian assistance, peace operations, enforcing 

embargoes and no-fly zones, evacuating U.S. citizens, reinforcing key 

allies, protection of U.S. and U.S. allied space systems and 

negation of enemy. (National Security Strategy [NSS], CJCSM 

3110.01A/JSCP)

Special Operations (SO): operations conducted by specially 

organized, trained, and equipped military and paramilitary forces to 

achieve military, political, economic, or psychological objectives by 

unconventional military means in hostile, denied, or politically sensitive 

areas. These operations are conducted during peacetime competition, 

conflict, and war, independently or in coordination with operations of 

conventional, non-special operations forces. Politico-military 
344

considerations frequently shape special operations, requiring 

clandestine, covert, or low visibility techniques and oversight at the 

national level. Special operations differ from conventional operations in 

degree of physical and political risk, operational techniques, mode of 

employment, independence from friendly support, and dependence on 

detailed operational intelligence and indigenous assets.

Special Operations Command (SOC): (DOD) a subordinate unified 

or other joint command established by a joint force commander to plan, 

coordinate, conduct, and support joint special operations within the joint 

force commander’s assigned operational area. (JP 1-02)

Special Operations Command and Control Element: A special 

operations element that is the focal point for the synchronization of 

special operations forces activities with conventional forces activities. It 

performs command and control functions according to mission 

requirements. It normally collocates with the command post of the 

supported force. It can also receive special operations forces 

operational, intelligence, and target acquisition reports directly from 

deployed special operations elements and provide them to the 

supported component headquarters. It remains under the operational 

control of the joint force special operations component commander or 

commander, joint special operations task force. Also called SOCCE. 

(This term and its definition modify the existing term and its definition 

and are approved for inclusion in the next edition of JP 1-02.)

Special Operations Liaison Element: A special operations liaison 

team provided by the joint force special operations component 

commander to the joint force air component commander (if 

designated), or appropriate Service component air command and 

control organization, to coordinate, deconflict, and integrate special 

operations air, surface, and subsurface operations with conventional air 

operations. Also called SOLE. (JP 3-05.1)

specified command (specified combatant command): (DOD) a 

command that has a broad, continuing mission, normally functional, 

and is established and so designated by the president through the 

SecDef with the advice and assistance of the Chairman of the Joint 

Chiefs of Staff; normally composed of forces from a single Military 

Department. (JP 1-02)

staff estimates: (DOD) assessments of courses of action by the 

various staff elements of a command that serve as the foundation of 

the commander’s estimate. (JP 1-02)
345

standard: Quantitative or qualitative measures for specifying the 

levels of performance of a task. (CJCSM 3500.04F, CJCSI 3500.02A)

Status Of Forces Agreement (SOFA): an agreement which defines 

the legal position of a visiting military force deployed in the territory of a 

friendly state. Agreements delineating the status of visiting military 

forces may be bilateral or multilateral. Provisions pertaining to the 

status of visiting forces may be set forth in a separate agreement, or 

they may form a part of a more comprehensive agreement. These 

provisions describe how the authorities of a visiting force may control 

members of that force and the amenability of the force or its members 

to the local law or to the authority of the local officials. (JP 1-02)

strategic direction: (DOD) the guidance expressed through national 

security strategy, national military strategy, and theater strategy relative 

to the attainment of strategic goals and objectives. (JP 5-00.1)

strategic estimate: (DOD) estimate of the broad strategic factors that 

influence the determination of missions, objectives, and courses of 

action. The estimate is continuous and includes the strategic direction 

received from the president or SecDef or the authoritative body of an 

alliance or coalition. See also commander’s estimate of the situation. 

(JP 1-02)

strategic intent: (DOD) expression of the goals and desired ends of a 

strategy. 

strategic level of war: level of war at which a nation, often as a 

member of a group of nations, determines national or multinational 

(alliance or coalition) security objectives and guidance, and develops 

and uses national resources to accomplish these objectives. Activities 

at this level establish national and multinational military objectives; 

sequence initiatives; define limits and assess risks for the use of 

military and other instruments of national power; develop global plans 

or theater war plans to achieve these objectives; and provide military 

forces and other capabilities in accordance with strategic plans. (JP 5-

00.1)

strategic logistics: in general, the art and science of harnessing the 

economic and societal strengths of a nation for national defense; 

specifically, strategic logistics is the process of planning for, 

coordinating, and allocating the manpower, materiel, infrastructure, and 

services required for military, war production, and civil sector needs. It 

requires coordination between the executive and legislative branches, 
346

state governments, and industry. Force generation and mobilization 

are inclusive components of strategic logistics. (JP 5-00.1)

strategic mobility: capability to deploy and sustain military forces 

worldwide in support of national strategy. (JP 1-02)

strategic vulnerability: susceptibility of vital elements of national 

power to being seriously decreased or adversely changed by the 

application of actions within the capability of another nation to impose. 

Strategic vulnerability may pertain to political, geographic, economic, 

scientific, sociological, or military factors. (JP 1-02)

subordinate command: (DOD) a command consisting of the 

commander and all those individuals, units, detachments, 

organizations, or installations that have been placed under the 

command by the authority establishing the subordinate command. (JP 

1-02)

subordinate unified command (sub-unified command): (DOD) a 

command established by commanders of unified commands, when so 

authorized through the Chairman of the Joint Chiefs of Staff, to conduct 

operations on a continuing basis in accordance with the criteria set 

forth for unified commands. A subordinate unified command may be 

established on an area or functional basis. Commanders of subordinate 

unified commands have functions and responsibilities similar to those 

of the commanders of unified commands and exercise operational 

control of assigned commands and forces within the assigned joint 

operations area. (JP 1-02)

suitability: (DOD) operation plan review criterion; determination that 

the course of action will reasonably accomplish the identified 

objectives, mission, or task if carried out successfully. (JP 1-02)

supporting commander: (DOD) commander who provides 

augmentation forces or other support to a supported commander or 

who develops a supporting plan; includes the designated combatant 

commands and Defense agencies as appropriate. (JP 1-02)

tactical control: command authority over assigned or attached forces 

or commands, or military capability or forces made available for 

tasking, that is limited to the detailed direction and control of 

movements or maneuvers within the operational area necessary to 

accomplish missions or tasks assigned. Tactical control is inherent in 

operational control. Tactical control may be delegated to, and exercised 
347

at any level at or below the level of combatant command. Tactical 

control provides sufficient authority for controlling and directing the 

application of force or tactical use of combat support assets

within the assigned mission or task. (JP1-02)

task: (DOD) discrete event or action, not specific to a single unit, 

weapon system, or individual, that enables a mission or function to be 

accomplished by individuals and/or organizations. (CJCSM 

3500.03/JTM)

theater: (DOD) geographical area for which a commander of a 

combatant command has been assigned responsibility. (JP 1-02)

theater engagement plan (TEP): (DOD) engagement plans reflect a 

combatant commander’s deliberate proactive intent and planned 

military activities which are intended to shape the theater security 

environment in ways favorable to U.S. interests and theater objectives. 

The elements of an engagement plan may be included in the overall 

theater strategic plan. (CJCSI 3100.01/JSPS)

theater of focus: theater in which operations are most critical to 

national interests and are assigned the highest priority for allocation of 

resources. 

theater of operations: sub-area within a theater of war defined by the 

geographic combatant commander required to conduct or support 

specific combat operations. Different theaters of operations within the 

same theater of war will normally be geographically separate and 

focused on different enemy forces. Theaters of operations are usually 

of significant size, allowing for operations over extended periods of 

time. 

theater of war: (DOD) defined by the National Command Authorities 

or the geographic combatant commander, the area of air, land, and 

water that is, or may become, directly involved in the conduct of the 

war. A theater of war does not normally encompass the geographic 

combatant commander’s entire area of responsibility and may contain 

more than one theater of operations. (JP 1-02)

Theater Special Operations Command: A subordinate unified 

command established by a combatant commander to plan, coordinate, 

conduct, and support joint special operations. Also called TSOC. See 

individual TSOC descriptions under USAFRICOM, USCENTCOM, 

USEUCOM, USPACOM, and USSOUTHCOM.
348

theater strategy: (DOD) art and science of developing integrated 

strategic concepts and courses of action directed toward securing the 

objectives of national and alliance or coalition security policy and 

strategy by the use of force, threatened use of force, or operations not 

involving the use of force within a theater. (JP 1-02)

threat identification and assessment: (DOD) the Joint Operation 

Planning and Execution System function that provides timely warning 

of potential threats to U.S. interests; intelligence collection 

requirements; the effects of environmental, physical, and health 

hazards, and cultural factors on friendly and enemy operations; and 

determines the enemy military posture and possible intentions. (JP 1-

02)

Time-Phased Force And Deployment Data (TPFDD): the Joint 

Operation Planning and Execution System data base portion of an 

operation plan; it contains time-phased force data, non-unit-related 

cargo and personnel data, and movement data for the operation plan, 

including: a. In-place units; b. Units to be deployed to support the 

operation plan with a priority indicating the desired sequence for their 

arrival at the port of debarkation; c. Routing of forces to be deployed; 

d. Movement data associated with deploying forces; e. Estimates of 

non-unit-related cargo and personnel movements to be conducted 

concurrently with the deployment of forces; f. Estimate of transportation 

requirements that must be fulfilled by common-user lift resources as 

well as those requirements that can be fulfilled by assigned or attached 

transportation resources. 

time-phased force and deployment list (TPFDL): Appendix 1 to 

Annex A of the operation plan. It identifies types and/or actual units 

required to support the operation plan and indicates origin and ports of 

debarkation or ocean area. It may also be generated as a computer 

listing from the time-phased force and deployment data. 

total obligation authority or obligation authority: sum of (1) budget 

authority conferred for a given fiscal year, (2) balances of amounts 

brought forward from prior years that remain available for obligation, 

and (3) amounts authorized to be credited to a specific fund or account 

during that year.

TPFDD Letter of Instruction: (DOD) provides planning and execution 

instructions to the supported combatant command’s components, 

supporting combatant commands, and supporting agencies as they 

refine, verify, and manifest their portion of the joint force TPFDD. The 
349

intent of the supported combatant commander’s TPFDD LOI is to 

eliminate confusion, facilitate parallel planning, and expedite TPFDD 

refinement by providing component commands, supporting commands, 

and agencies with a single set of instructions for TPFDD input and 

management. Prudent use of the TPFDD LOI ensures that actual 

OPORD movement requirements are properly documented and 

validated for transportation scheduling. (JP 1-02)

transportation system: (DOD) all the land, water, and air routes and 

transportation assets engaged in the movement of U.S. forces and their 

supplies during peacetime training, conflict, or war, involving both 

mature and contingency theaters and at the strategic, operational, and 

tactical levels of war. (JP 1-02)

type unit: (DOD) type of organizational or functional entity established 

within the Armed Forces and uniquely identified by a five-character, 

alphanumeric code called a unit type code. (JP 1-02)

Unified Action Armed Forces (UNAAF): (DOD) A publication (JP 0-

2) setting forth the policies, principles, doctrines, and functions 

governing the activities and performance of the Armed Forces of the 

United States when two or more Military Departments or Service 

elements thereof are acting together. 

unified command (unified combatant command): (DOD) a 

command with a broad continuing mission under a single commander 

and composed of significant assigned components of two or more 

Military Departments, and which is established and so designated by 

the president, through the SecDef with the advice and assistance of the 

Chairman of the Joint Chiefs of Staff. (JP 1-02)

Unified Command Plan (UCP): (DOD) document, approved by the 

president, which sets forth basic guidance to all unified combatant 

commanders; establishes their missions, responsibilities, and force 

structure; delineates the general geographical area of responsibility for 

geographic combatant commanders; and specifies functional 

responsibilities for functional combatant commanders. (JP 1-02)

Unit Identification Code (UIC): (DOD) a six-character, alphanumeric 

code that uniquely identifies each Active, Reserve, and National Guard

unit of the Armed Forces. (JP 1-02)

Universal Joint Task: A Universal Joint Task (UJT), or UJTL task, is 

an action or activity assigned to an individual or organization to provide 
350

a capability. UJTs only describe in broad and universal terms “what” 

must be done. References linked to a UJT detail “how” to perform the 

task. The “why” the task is important and “who” should accomplish the 

task is defined after the task is selected by an organization for their 

Joint or Agency Mission Essential Task List (J/AMETL). In other words, 

a UJT that conforms to guidance should only contain the broad action, 

or the “what” must be accomplished. The elements of a UJT include 

the task number, task title, task description, measures, and joint 

doctrinal references. The authoritative elements are the task number, 

task title, and task description whereas measures, task 

note/background and references are non-authoritative. 

Universal Joint Task List (UJTL): (DOD) menu of mission tasks in a 

common language that may be selected by a joint force commander to 

accomplish the assigned mission. Once identified as essential to 

mission accomplishment, the tasks are reflected within the command’s 

joint mission essential task list. (CJCSI 3500.02A/UJTL POLICY & 

CJCSM 3500.04F/UJTL MANUAL)

U.S. Agency for International Development (USAID): (DOD) 

administers and directs the U.S. foreign economic assistance program 

and acts as lead Federal agency for U.S. foreign disaster assistance. 

USAID works largely in support of the Department of State and 

manages a worldwide network of country programs for economic and 

policy reforms that generates sound economic growth, encourages 

political freedom and good governance, and invests in human resource 

development. (JP 3-08, Vol. II)

U.S. Country Team: (DOD) the senior, in-country, United States 

coordinating and supervising body, headed by the Chief of the United 

States diplomatic mission, and composed of the senior member of 

each represented United States department or agency, as desired by 

the Chief of the U.S. diplomatic mission. 

wargaming: (DOD) Wargaming is a conscious attempt to visualize the 

flow of an operation, given own strengths and weaknesses and 

dispositions, enemy assets and possible COAs. It attempts to foresee 

the action, reaction, and counteraction dynamics of an operation. This 

process highlights tasks that appear to be particularly important to the 

operation and provides a degree of familiarity with operational-level 

possibilities that might otherwise be difficult to achieve. (JP 5-00.2)

warning order: (DOD, NATO)1. A preliminary notice of an order or 

action which is to follow. 2. A crisis action planning directive issued by 
351

the Chairman of the Joint Chiefs of Staff that initiates the development 

and evaluation of courses of action by a supported commander and 

requests that a commander’s estimate be submitted. 3. A planning 

directive that describes the situation, allocates forces and resources, 

establishes command relationships, provides other initial planning 

guidance, and initiates subordinate unit mission planning. (JP 1-02)
352

6.4 Comparative Ranks: Services and Government 

Civilians

In the Army, Air Force, and Marine Corps, officers in pay grades O-1 to 

O-3 are called company grade officers, O-4 to O-6 are field grade

officers, and pay grades O-7 and higher are general officers. 

Traditionally, the Navy (and by default, the Coast Guard) has referred 

to all O-4s and below as junior officers, O-5s and O-6s as senior 

officers, and O-7s and above as flag officers.

Naval officers wear distinctively different rank devices depending upon 

the uniform worn: collar insignia devices similar to the other services 

with khakis; shoulder boards with gold stripes (or solid gold with silver 

stars for flag officers) with whites; and gold stripes sewn on the lower 

coat sleeves of blues. Coast Guard officers wear similar insignia with 

their equivalent blue and white uniforms.

Officers

R

a

n

k

Army Navy/

Coast Guard

Air Force/

Marines

Government 

Civilian & Foreign 

Service

O-1

2LT

Second

Lieutenant

ENS

Ensign

2d Lt/2ndLt

Second

Lieutenant

O-2 1LT

First 

Lieutenant LTJG

Lieutenant 

Junior Grade

1st Lt/1stLt

First Lieutenant

GS-12(=O4)

GS-11(=O4)

GS-10(=O3)

GS09(=O2/O1)

And

FS-03(=O4)

FS-04(=O3)

FS05(=O2/O1) O-3 CPT

Captain LT

Lieutenant

Capt

Captain
353

R

a

n

k

Army Navy/

Coast Guard

Air Force/

Marines

Government 

Civilian & Foreign 

Service

O-4

MAJ

Major

LCDR

Lieutenant 

Commander

Maj

Major

O-5

LTC

Lieutenant 

Colonel

CDR

Commander

Lt Col/LtCol

Lieutenant 

Colonel

GS-15(=O6)

GS-14(=O5)

GS-13(=O5)

And

FS-01(=O6)

FS-02(=O6)

O-6

COL

Colonel

CAPT

Captain

Col

Colonel

O-7

BG

Brigadier 

General

RDML

Rear Admiral

(Lower Half)

Brig Gen/BGen

Brigadier 

General

SFS(Senior Foreign 

Service) 

And

SES (Senior 

Executive Service)

GS 16-18

O-8

MG

Major 

General RADM

Rear Admiral

(Upper Half)

Maj Gen/

MajGen

Major General
354

R

a

n

k

Army Navy/

Coast Guard

Air Force/

Marines

Government 

Civilian & Foreign 

Service

O-9

LTG

Lieutenant 

General

VADM

Vice Admiral

Lt Gen/LtGen

Lieutenant

General

O10 GEN

General

ADM

Admiral

Gen

General

General of 

the Army

(wartime 

only)

Fleet Admiral

(wartime only)

General of the 

Air Force

(wartime only)
355

Warrant Officers

Warrant officers hold warrants from their Service Secretary and are 

specialists and experts in certain military technologies or capabilities. 

The lowest ranking warrant officers serve under a warrant, but receive 

commissions from the president upon promotion to Chief Warrant 

Officer 2. Commissioned warrant officers are direct representatives of 

the president and derive their authority from the same source as 

commissioned officers, but remain specialists, in contrast to 

commissioned officers, who are generalists. There are no warrant 

officers in the Air Force.

Rank Army Navy/Coast 

Guard

Marines FS & GS

W-1

Warrant 

Officer 

1 

WO1

USN Warrant 

Officer 1 

WO1

(No longer 

used)

Warrant 

Officer 1 

WO1

FS05

and

GS09

W-2

Chief 

Warrant 

Officer 

2

 

CW2

USN Chief 

Warrant

Officer 2

CWO2

USCG

Chief 

Warrant 

Officer 2

CWO2

FS05

and

GS09
356

Rank Army Navy/Coast 

Guard

Marines FS & GS

W-3

Chief 

Warrant 

Officer 

3

CW3

USN Chief 

Warrant 

Officer 3

CWO3

USCG

 

Chief 

Warrant 

Officer 3

CWO3

GS10

W-4 Chief 

Warrant 

Officer 

4

CW4

USN Chief 

Warrant 

Officer 4

CWO4

USCG

Chief 

Warrant 

Officer 4

CWO4

FS03

FS04

and

GS12

GS11

W-5

Chief 

Warrant 

Officer

CW5 

USN Chief 

Warrant 

Officer 

CWO5 

Chief 

Warrant 

Officer 5

CWO5
357

Enlisted Ranks: E-1 – E7

Enlisted pay grades E-1 through E-3 are usually in training status or on 

initial assignment. Training includes basic training where recruits are 

immersed in military culture and values, and taught required core skills. 

Basic training is followed by specialized or advanced training for a 

specific area of expertise, for the Army and Marines called a Military 

Occupational Specialty (MOS); for the Navy/Coast Guard, a rating; and 

for the Air Force, an Air Force Specialty Code (AFSC). 

Rank Army Navy/

Coast Guard

Marines Air Force

E-1 Private

(PVT)

Seaman Recruit 

(SR)

Private

(Pvt)

Airman Basic

(AB)

E-2

Private E-2

(PV2)

Seaman 

Apprentice

(SA)

Private First 

Class

(PFC)

Airman

(Amn)

E-3

Private 

First 

Class(PFC)

Seaman (SN) Lance Corporal

(LCpl)

Airman First Class

(A1C)

E-4

Corporal

(CPL) /

Specialist

(SPC)

Petty Officer

Third Class 

(PO3) **

Corporal

(Cpl) 

Senior Airman

(SrA)

Leadership responsibility significantly increases in mid-level enlisted 

ranks and is given formal recognition by use of the terms 

noncommissioned officer and petty officer. An Army sergeant, an 

Air Force staff sergeant, and a Marine corporal are considered NCO 

ranks. The Navy NCO equivalent, petty officer, is achieved at the rank 

of petty officer third class. Some Air Force E-7s, E-8s and E-9s serve 

as First Sergeants and provide advice to a unit commander on issues 

affecting enlisted personnel.

E-5

Sergeant

(SGT)

Petty Officer

Second Class 

(PO2)

**

Sergeant

(Sgt)

Staff Sergeant (SSgt)
358

Rank Army Navy/

Coast Guard

Marines Air Force

E-6

Staff 

Sergeant

(SSG)

Petty Officer

First Class

(PO1)

**

Staff

Sergeant

(SSgt)

Technical Sergeant

(TSgt)

E-7

Sergeant 

First Class

(SFC)

Chief Petty 

Officer 

(CPO)

**

Gunnery 

Sergeant

(GySgt)

Master Sergeant

(MSgt) 

First Sergeant

ARMY—

* For rank and precedence within the Army, specialist ranks 

immediately below corporal. Among the Services, however, rank and 

precedence are determined by pay grade. 

NAVY/COAST GUARD—

*A specialty mark in center of rating badge indicates wearer's particular 

rating. 

** Gold stripes indicate 12 or more years of good conduct. 

*** 1. Master Chief Petty Officer of the Navy or Coast Guard and Fleet 

and Force Master Chief Petty Officers wear gold stars in lieu of a 

specialty mark. 

 2. Command Master Chief Petty Officers wear silver stars in lieu of a 

specialty mark. 

 3. Master Chief Petty Officers wear silver stars and silver specialty 

marks.
359

Enlisted Ranks: E-8 to E-9

At the E-8 and E-9 level, the Army, Marines and Air Force have two or 

three positions at the same pay grade. For the Air Force, E-8 and E-9, 

a Senior Master Sergeant or Chief Master Sergeant versus a First 

Sergeant (or Command Chief Master Sergeant at the E-9 level) 

depends on the job. Marine Corps Master Gunnery Sergeants and 

Sergeants Major receive the same pay but have different 

responsibilities. E-8s and E-9s have 15 to 30 years of service, and are 

commanders' senior advisers for enlisted matters. The most senior 

enlisted person of each Service, an E-9, serves as the spokesperson of 

the enlisted force at each Service’s highest levels.

Rank Army Navy/

Coast 

Guard

Marines Air Force

E-8 Master

Sergeant

(MSG)

First

Sergeant 

(1SG)

Senior

Chief Petty 

Officer

(SCPO) **

Master 

Sergeant

(MSgt)

First 

Sergeant

(1st SGT)

Senior Master Sergeant

(SMSgt)

First Sergeant
360

Rank Army Navy/

Coast 

Guard

Marines Air Force

E-9

Sergeant

Major

(SGM)

Command

Sergeant

Major

(CSM)

Master Chief

Petty Officer

(MCPO)

**/***

Fleet/Force/ 

Command

Master 

Chief Petty

Officer

**/***

(FLTCM) 

(FORCM)

(CMDCM)

Sergeant 

Major

(SgtMaj)

Master 

Gunnery

Sergeant 

(MGySgt)

Chief Master

Sergeant

(CMSgt)

First Sergeant

Command

Chief Master

Sergeant

(CCM)

E-9

Sergeant 

Major of the 

Army

(SMA)

**

*** Master 

Chief Petty 

Officer of the 

Navy 

(MCPON)

or

Coast Guard

(MCPOCG)

Sergeant 

Major of the 

Marine Corps

(SgtMajMC)

Chief Master Sergeant 

of the Air Force

(CMSAF)
361

6.5 Index

1

160th Special Operations Aviation 

Regiment (Airborne), 202, 203, 

207

1947 National Security Act, 103, 

146

1948 Key West Agreement, 109

1st MSOB, 210, 291, 302

2

2008 Joint Staff Officer Study, 9, 

279

2d Marine Special Operations 

Battalion, 210

7

75th Ranger Regiment, 202, 204

A

ABC approach, 19

action packages, 12, 13

Adaptive Planning and Execution

APEX, 134

Aerial Refueling/Tankers, 218

Affinity Diagrams, 21

air and space expeditionary task 

force

AETF, 249, 303

Air expeditionary force

AEF, 249, 303

air expeditionary wing

AEW, 249

Air Force Reserve, 61

Air Force Space Command, 217, 

287

Air Mobility Command, 218, 223, 

224, 287

Airborne Communications, 218

alliance, 61, 93, 304, 310, 345, 

348

Army Reserves, 57, 58, 61, 182, 

237, 300

B

Background Paper, 16

Ballistic Missile Submarines, 218

Battle Rhythm, 84, 89, 134

Better E-mail Ettiquette, 34

BLUF approach, 30

Brainstorming, 20, 21, 34

C

CCIR. See Commander’s Critical 

Information Requirements 

(CCIR)

Center for Hemispheric Defense 

Studies

CHDS, 190, 288

Central Identification Laboratory, 

288

Central Intelligence Agency

CIA, 55, 105, 288, 323, 336

Chairman’s Exercise Program

CEP, 254, 288

Chairman’s Program Assessment

CPA, 137, 289

Chairman’s Program 

Recommendation

CPR, 137, 289

Chairman’s Public 

Correspondence (CPC), 14, 289

Civil Affairs, 196, 202, 203, 204, 

206, 288

Civil Affairs Operations, 196

CJCSI 3500.01, 256

CKW. See Commander's 

Knowledge Wall

Classified Military Information

CMI, 231, 288

coalition, 61, 62, 93, 199, 206, 

207, 211, 304, 310, 322, 345, 

348
362

Coast Guard

U.S. Coast Guard, 51, 58, 59, 

67, 68, 69, 107, 159, 161, 

230, 250, 251, 252, 253, 

301, 352, 355, 357, 358, 

359, 360

Collective Joint Training, 255

Colonel Guillot, 24

Combat Aviation Advisors, 200

Combat Controllers, 201

Combat Support Agencies, 43, 44, 

55, 289

Combatant command (command 

authority)

COCOM, 100, 148, 187, 289, 

306, 311, 322, 324

Combatant Command Directories, 

72

Combatant Command Support 

Agency

CCSA, 152

Combined Forces Air Component 

Commander

CFACC, 250

command post exercise

CPX, 254

Commander’s Critical Information 

Requirements (CCIR), 8, 283, 

285, 288, 312

Commander’s Knowledge Wall, 

72, 288

Content Management Tools, 74

Controlled Unclassified Information

CUI, 231, 232, 233, 289

Coordination Papers, 15, 16

core competencies, 1, 211

Counter Proliferation of Weapons 

of Mass Destruction, 197

Counterinsurgency Operations, 

197

Courses of Action, 5, 289

CPC. See Chairman’s Public 

Correspondence (CPC)

D

Decision briefing, 32

Deepwater Project, 252

Defense Contract Management 

Agency, 44, 56, 289

defense coordinating officer

DCO, 268

Defense Information Systems 

Agency, 44, 55, 97, 290

Defense Intelligence Agency, 44, 

45, 56, 96, 98, 105, 232, 328

Defense Logistics Agency, 44, 45, 

46, 56, 97, 224, 290, 328

Defense Military Message System 

(DMS), 75, 290

Defense Nuclear Agency, 97

Defense Planning Guidance

DPG, 136, 290, 308, 313, 315, 

340, 341

Defense Threat Reduction Agency, 

44, 46, 47, 56, 125, 290

Department of Commerce, 48, 49, 

290

Department of Energy, 48, 50, 

107, 221, 290

Department of Homeland Security, 

2, 48, 50, 51, 58, 106, 163, 230, 

251, 266, 290

Department of Justice, 48, 51, 163, 

290

Department of State, 48, 52, 163, 

270, 290, 318, 323, 337, 342, 

350

Department of the Air Force, 57, 

95, 96, 97, 248, 250

Department of the Army, 57, 95, 

97, 202, 234, 289, 333

Department of the Navy, 95, 97, 

185, 230, 238, 245, 251, 290

Department of the Treasury, 2, 48, 

53, 54, 107, 163

Department of Transportation, 48, 

54, 55, 290

Deputy Operations Deputies

DEPOPSDEPs, 115, 290

Derivative classification, 234

Designated Disclosure Authority, 

232, 289

DHS Special Events Working 

Group, 269

Director of National Intelligence

DNI, 45, 47, 95, 104, 290

Director of the Joint Staff, 116
363

Discussion Paper, 16

Discussion Threads, 74

DMS. See Defense Military 

Message System (DMS)

Doctrine, Organization, Training, 

Materiel, Leadership and 

Education, Personnel, and 

Facilities

DOTMLPF, 261

Document Repository, 74

DOD Directive 5100.1, 110, 146

DOD Directive 5100.46, Foreign 

Disaster Relief, 271

DOD Directive 7730.65, 256

DOD Distribution Process Owner, 

223

DoDD 5122.05, 36, 42

Dr. Benjamin Bloom, 277

Dr. Ken Blanchard’s One Minute 

Manager, 20

DRRS

Defense Readiness Reporting 

System, 76, 290

Drug Enforcement Administration

DEA, 51, 107, 289

E

Effective Writing for Army Leaders, 

30, 31

Electromagnetic Compatibility 

Analysis Center, 98, 126, 290

E-mail Ettiquette

26 Rules to Follow, 34

E-mail Ettiquette - About.com, 34

Estimates, 106, 348

F

Fact Sheet, 15

Federal Bureau of Investigation

FBI, 51, 106, 291

Federal Emergency Management 

Agency

FEMA, 266

Federal Executive Branch, 48

FHA

Foreign Humanitarian 

Assistance, 270, 271, 272, 

291

FOIA. See Freedom of Information 

Act (FOIA)

Foreign Clearance Guide, 62, 291

Foreign Disclosure Office, 62, 291

Foreign disclosure officers

FDO, 231

Foreign Internal Defense, 140, 

196, 291

Foreign Visit System, 62, 291

Freedom of Information Act 

(FOIA), 14, 291

Friendly Force Information 

Requirement (FFIR), 284, 291

full scale exercise

FSE, 254

Functional Commands, 147

G

General Schedule, 63

Geographic Commands, 147

Global Force Management 

Guidance, 135

Goldwater-Nichols Act, 102, 114, 

247

Goldwater-Nichols DOD 

Reorganization Act of 1986, 97, 

98, 101, 109

Guidance for Employment of the 

Force

GEF, 134, 135, 291

H

Headquarters, Marine Corps, 245

I

immediate response, 267, 268, 

269, 271

Individual Joint Training, 255

Information briefing, 32

Information Operations, 84, 140, 

197, 292, 293

Information Papers, 15

instruments of national power, 93, 

94, 333, 336, 345
364

interagency, 2, 5, 7, 31, 48, 57, 79, 

80, 89, 134, 186, 197, 221, 254, 

275, 279, 323, 331

intergovernmental organizations

IGOs, 271, 309

J

JCIDS. See Joint Capabilities 

Integration and Development 

System (JCIDS)

Joint Capabilities Integration 

and Development System

(JCIDS), 71, 77, 292

JFC

Joint Force Commander, 126, 

127, 144, 145, 211, 249, 

270, 293, 324, 328

JFSC Pub1, 11

JKO

Joint Knowledge Online, 77, 

293

JLE-wide Visibility, 142, 143

JLLIS. See Joint Lessons Learned 

Information System (JLLIS)

JLLP. See Joint Lessons Learned 

Program (JLLP)

Joint and/or Agency Mission 

Essential Task

J/AMET, 259, 260, 292

Joint Capabilities Integration and 

Development System (JCIDS), 

44, 292

Joint Capabilities Integration 

Group

JCIG, 157, 292

Joint Deployment and Distribution 

Enterprise

JDDE, 144, 222, 293

Joint Doctrine, Education and 

Training Division, 98

Joint Doctrine, Education, and 

Training Electronic Information 

System, 139

Joint Event Life Cycle

JELC, 261, 293

Joint Exercise Program

JEP, 254

Joint Exercises, 220, 261

Joint Force Air Component 

Commander

JFACC, 249

Joint Force Special Operations 

Component Commander, 324

Joint Interagency Task Force 

South

JIATF -South, 189

Joint Lessons Learned Information 

System (JLLIS), 76, 264, 293, 

325

Joint Lessons Learned Program 

(JLLP), 76, 293, 325

joint logistics environment

JLE, 142

Joint Materiel Priorities and 

Allocations Board, 97, 293

Joint National Training Capability

JNTC, 293

Joint Operation Planning and 

Execution System, 44, 294, 312, 

313, 314, 316, 318, 327, 337, 

339, 342, 348

Joint Planning Document

JPD, 136, 294

Joint Pub 1, The Joint Staff 

Officer's Guide, 31

Joint Publication 3-61, Public 

Affairs, 42

Joint Publication System

JPS, 138, 294

Joint Requirements Oversight 

Council, 97, 294, 328

Joint Special Operations Area, 329

Joint Special Operations 

Command

JSOC, 198, 211, 294

Joint Special Operations Task 

Force

JSOTF, 140, 162, 206, 211, 

294

Joint Staff., 6, 115, 286, 324, 329, 

330

Joint Strategic Capabilities Plan, 

135, 137, 294, 313, 329, 339

Joint Strategic Planning System, 

44, 132, 294, 330
365

Joint Tactical Command, Control, 

and Communications Agency, 

98, 126

Joint Task Force Bravo

JTF-Bravo, 190, 294

Joint Task Force Guantanamo Bay

JTF - GTMO, 190, 294

Joint Training Facilitator Specialist 

(JTFS), 3, 294

Joint Training Plan (JTP), 163, 

254, 256, 260, 263, 264, 294

Joint Transition Course, 9

Joint Transportation Board, 97

JOPES, 71, 75, 134, 135, 136, 

137, 294, 327, 331, 339, 342, 

See Joint Operation Planning 

and Execution System

JP 3-0 Joint Operations, 87, 140, 

272, 305

JSPS. See Joint Strategic 

Planning System

JTFS. See Joint Training 

Facilitator Specialist

JTIMS

Joint Training Information 

Management System, 71, 

76, 254, 257, 262, 263, 264, 

294

JTP. See Joint Training Plan (JTP)

JTS

Joint Training System, 76, 254, 

257, 258, 260, 261, 264, 294

K

Knowledge Management Tools, 8, 

73

L

Land-based Intercontinental 

Ballistic Missiles, 219

Leader-Team Room, 74

Learning Management System

LMS, 77, 261, 295

Lifelong learning, 276

M

Major Force Program, 195, 295

Marine Aircraft Group

MAG, 247, 295

Marine Aircraft Wing

MAW, 247, 295

Marine Air-Ground Task Force

MAGTF, 247

Marine Corps Forces Special 

Operations Command, 198, 209

Marine Division, 247

Marine Expeditionary Brigade

MEB, 247, 295

Marine Expeditionary Force

MEF, 246, 247, 291, 298, 300, 

302

Marine Expeditionary Unit

MEU, 247, 295

Marine Forces Reserve, 59, 61

Marine Special Operations Advisor 

Group, 209, 210

Marine Special Operations School, 

209, 210

Marine Special Operations Support 

Group, 209, 210

measures of effectiveness, 272

Memorandum, 15, 59, 232, 240, 

296, 297

Memorandum for the Record, 15

Messages, 37

Microsoft, 18, 19, 20, 32, 71

Excel, 18, 71

Outlook, 18, 19, 71

Power Point, 18, 31, 71

Word, 18, 30, 71

Military Communications 

Electronics Board, 98

Military Information Support 

Operations

MISO, 197, 203, 204

Military Sealift Command, 223, 

224, 296

Mind Mapping, 21

Mission briefing, 32

mission essential tasks, 76

Multinational operations, 61
366

N

National Defense Strategy

NDS, 134, 296

National Defense University, 296

National Disclosure Policy, 232

National Exercise Program

NEP, 254, 296

National Geospatial-Intelligence 

Agency, 44, 47, 96, 98, 105, 

125, 296

National Guard, 56, 57, 58, 59, 61, 

182, 198, 199, 200, 202, 205, 

230, 250, 287, 296, 340, 349

Air National Guard, 56, 57, 58, 

340

Army National Guard, 56, 57

National Guard Bureau, 202

National Incident Management 

System

NIMS, 266, 297

National Military Strategy

NMS, 136, 250, 297, 308, 326, 

330, 335

National Reconnaissance Office, 

104, 105, 297

National Response Framework

NRF, 266, 297

National Security Act of 1947, 94, 

95, 96, 97, 98, 109, 329, 333

National Security Agency, 44, 47, 

48, 96, 98, 105, 125, 232, 297

National Security Council, 93, 95, 

103, 104, 111, 136, 297, 307, 

323, 335

National Security Strategy, 94, 

133, 252, 297, 313, 343

National Special Security Event

NSSE, 269, 297

National Strategy for Homeland 

Security, 94

NATO, 67, 165, 216, 296, 303, 

304, 305, 311, 322, 350

Naval Special Warfare Center

NSWC, 208, 297

Naval Special Warfare Command, 

198, 207, 296

Naval Special Warfare 

Development Group

NSWDG, 208, 297

Navy Reserves, 61

NIPRNet, 75, 257, 297

nongovernmental organization

NGO, 336

North American Aerospace 

Defense Command

NORAD, 297

Nunn-Cohen Amendment to the 

National Defense Authorization 

Act of 1987, 193

O

Office of Personnel Management, 

67

operational control, 98, 101, 161, 

246, 297, 306, 311, 314, 324, 

338, 343, 344, 346

Operations Tempo, 225

Original classification, 233

P

Pararescuemen, 201, 298

Paul model, 23

perfectionist syndrome, 20

Performance Work Statement, 64, 

67, 298

Planning, Programming, Budgeting 

and Execution System

PPBES, 6, 128

Point Paper, 15

Politics and the English Language, 

George Orwell, 30

Position Paper, 15

Posse Comitatus Act, 339

Principal Disclosure Authority, 232, 

298

Priority Intelligence Requirement 

(PIR), 285, 298, 340

Push-Pull-Prod, 74

Q

Quadrennial Defense Review

QDR, 134, 298
367

R

reading folders, 19

Reorganization Act of 1958, 96, 

97, 107

Reorganization Act of 1986, 99, 

107, 110, 127, 193, 329

Revising Business Prose, 31

RFA

Request for Assistance, 268

S

SEAL Delivery Vehicle (SDV) 

Teams, 208

SEAL Teams, 208

Security Force Assistance, 197

senior leaders, 3, 5, 6, 7, 8, 9, 28, 

31, 79, 80, 279

SIPRNet, 72, 73, 75, 257, 299

Special Boat Teams, 208, 299

Special Operation Liaison 

Element, 206

Special Operations Command 

Africa

SOCAFRICA, 155, 299

Special Operations Command and 

Control Element, 344

Special Operations Command 

Central

SOCCENT, 299

Special Operations Command 

Europe

SOCEUR, 299

Special Operations Command 

Korea

SOCKOR, 299

Special Operations Command 

Pacific, 299

Special Operations Command 

South

SOCSOUTH, 301

Special Operations Forces

SOF, 161, 194, 196, 200, 203, 

204, 206, 209, 210, 299

Special Operations Liaison 

Element, 344

Special Operations Weathermen, 

201

Specified Combatant Command, 

98

Staff briefing, 32

Staff Joint Training, 255

Staff Study, 17

Staff Summary Routing Sheets, 16

Stafford Act, 267, 268

Statement of Work

SOW, 64, 65

Stephen Covey’s 7 Habits of 

Highly Effective People., 20

Strategic Bomber and 

Reconnaissance Aircraft, 218

Summary Sheet, 16, 17

Surface Deployment and 

Distribution Command, 223, 

224, 299

Systems Thinking, 21

T

tactical control, 98, 101, 300, 311, 

314, 338, 346, 347

Talking Paper, 15, 16

Tasking management system, 18, 

71, 77

Teams of Leaders, 74, 300

The Elements of Style, 30

The Naval Institute Guide to Naval 

Writing, 31

The Tongue and Quill, 30, 31

Title 10, 43, 58, 95, 99, 100, 110, 

150, 195, 216, 230

Title 10, U.S. Code, 99, 100

Title 10, United States Code, 110

Title 14, 230

Title 32, 230

Title 50, 230

Training Proficiency Evaluations, 

261

Transportation Working Capital 

Fund, 228, 229, 300

Types of Interviews

Ambush, 38

Press Conference, 38

Stand-Up, 38

Studio, 38
368

U

U.S. Agency for International 

Development, 300, 337, 350

U.S. Army John F. Kennedy 

Special Warfare Center and 

School, 202, 203

U.S. Army Space and Missile 

Defense Command/Army Forces 

Strategic Command, 216

U.S. Army Special Forces 

Command (Airborne), 202, 205, 

206

U.S. Army Special Operations 

Command

USASOC, 198, 202, 301

U.S. Code, 55, 58, 267, 271, 321, 

335, 340

United States Code, 230

U.S. Fleet Forces Command, 174, 

216, 301

U.S. Marine Corps Forces, U.S. 

Strategic Command, 216

UCP. See Unifed Command Plan

UJTL. See Universal Joint Task 

List (UJTL)

Unconventional Warfare, 196

Unified Combatant Command, 49, 

98, 102, 114, 134, 135, 149, 

151, 196, 219

Unified Command Plan (UCP), 

102, 121, 134, 135, 146, 149, 

150, 196, 219, 300, 336, 349

United States Africa Command

USAFRICOM

AFRICOM, 102, 151, 153, 

154, 155, 156, 157, 158, 

300

United States Central Command

USCENTCOM

CENTCOM, 102, 151, 158, 

159, 161, 301

United States European Command

USEUCOM

EUCOM, 151, 301

United States Northern Command

USNORTHCOM

NORTHCOM, 151, 170, 301

United States Pacific Command

USPACOM

PACOM, 102, 151, 177, 181, 

183, 205, 301

United States Southern Command

USSOUTHCOM

SOUTHCOM, 151, 186, 301

United States Special Operations 

Command

USSOCOM

SOCOM, 102, 151, 161, 

189, 193, 207, 209, 255, 

301

United States Strategic Command

USSTRATCOM

STRATCOM, 151, 212, 301

United States Transportation 

Command

USTRANSCOM

TRANSCOM, 151, 221, 301, 

321

Universal Joint Task List (UJTL), 

141, 254, 255, 257, 300, 326, 

350

V

VTC, 34, 35, 302

W

Wikipedia, 29, 73

Working capital funds, 229