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Focus on the mission. Training focuses on mission-essential tasks of the command in support of assigned missions.
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Train the way you intend to fight. As much as possible, make conditions and standards resemble those expected during a deployment or other mission thorough live, virtual, or constructive training.
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Centralize planning and decentralize execution. With overarching training objectives always in mind, the training and exercise program of the command trains every echelon from the commander to the Soldier.
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Link training assessment to readiness assessment. The command must be fit to fight and all aspects of the training and exercise program must be measured to determine organizational readiness.
5-31. Establishing a joint reception center facilitates the reception, initial processing, accountability, onward movement, and integration of replacements, augmentees, contractors, and others. Normally the responsibility of the manpower and personnel directorate of a joint staff (J-1), the joint reception center coordinates with the logistics directorate of a joint staff (J-4) for billeting, transportation, food service, medical support, and other requirements for newly arrived personnel. In one location or dispersed, the joint reception center accounts for multiple entry and exit points into the joint operations area. It provides such things as orientations, briefings, religious support, initial billeting, joint training, onward movement of units or personnel, and accountability of all personnel joining the JTF. Briefings can cover rules of engagement, rules for the use of force, cultural concerns, safety, operations security, and familiarization with JTF
headquarters, dining areas, and other facilities. See JP 3-33 and JP 1-0 for additional information on the joint reception center. For strength accountability, the joint reception center is equally important as an outprocessing center.
5-32. The staff principal, with the help of the JTF joint reception center, has responsibility to orient and train each staff element. For ease of integration, the joint reception center should be staffed with JTF
personnel from all Services to handle Service-specific requirements.
5-33. The corps headquarters staff and battle-rostered augmentees have integration and training opportunities to master the tasks identified in JP 3-33. The joint force command’s knowledge development and distribution capability uses Internet-based distance learning. This learning prepares staff and augmentees for joint duty before and during deployment, exercise participation, and collective training. Its courses serve to orient those with limited knowledge of joint operations and reinforce previous training.
This self-study combines with the periodic augmentee training provided by the geographic combatant commanders and others to ground the students in joint doctrine and practice. Individual training efforts expose students to joint doctrine, tactics, techniques, and procedures as well as subject matter experts. Such efforts enable students to develop a knowledge base so they can more quickly interact with joint staff colleagues.
5-34. The foundation built during individual training is further enhanced with a series of collective training events. Some events are previously scheduled or part of a predeployment readiness program. The Joint Chiefs of Staff sponsors CP exercises, mission readiness exercises, mission rehearsals, and staff assistance visits from the joint staff, JFC, and others. Such training reinforces learning, builds cohesion, and generates lessons learned. The corps headquarters designated as a potential JTF headquarters can expect to execute these collective training exercise in a combination of training environments:
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Live (real people in real locations using real equipment).
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Virtual simulation (real people in a simulation-driven situation).
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Constructive simulation (wholly simulated).
The combination of each of these environments creates a more realistic training environment for the corps headquarters.
5-35. A non-unit augmentee or deploying joint enabling capability member can join a JTF deploying to an area of operations outside the continental United States for an exercise or an operational deployment. This member completes the pre-deployment process and training for overseas service at a home station, continental replacement center, or individual deployment sites. All military, civilian, and contractor 26 November 2010
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personnel destined for joint or multinational positions attend training at the activity. The supported geographic combatant commander may waive the requirement for an individual to train at the center on a by-exception basis. (See Department of the Army Pamphlet (DA Pam) 600-81 for more information.) 5-36. Integration and training occur once the JTF is formed and begins its work. The integration occurs in two environments: when the augmentee arrives at the JTF location and when the augmentee is assigned to a staff section or other staff element. Integrating the JTF staff proves challenging whether during the initial organizational phase or the training and replacement of individuals and capabilities for a mission of long duration. The JTF headquarters commandant, normally the corps headquarters battalion commander, is usually identified as the integration point of contact. This commandant controls reception, administrative processing and life support resources—billeting, messing, transportation—that are the initial concern. With oversight by the corps chief of staff, the JTF staff establishes procedures for reception, initial orientation, personnel accountability, and strength reporting, training, and security.
AUGMENTATION TO THE CORPS HEADQUARTERS
5-37. The corps commander and staff may not have the required expertise to fill all JTF positions based on the mission. Some are readily available from the combatant commander and Army sources, but others require lead time and must be formally requested, especially one-of-a-kind national-level assets such as the joint communications support element. Paragraphs 5-42 through 5-52 discuss joint organization augmentations to the corps headquarters. JP 3-33 addresses this subject in some detail. Figure 5-3 portrays some of the various enablers available to augment the corps headquarters forming it into a joint headquarters.
Figure 5-3. Augmenting the corps staff
STANDING JOINT FORCE HEADQUARTERS (CORE ELEMENT)
5-38. The standing joint force headquarters (core element) (SJFHQ(CE)) is a full-time, cross-functional command and control element on the combatant commander’s staff. Commanded by a general or flag officer, it fully integrates into the geographic combatant commander’s planning and operational activities and stands ready to conduct deliberate or crisis action planning in support of current or future operations.
Augmenting a corps headquarters with an SJFHQ(CE) provides a minimum joint capability. The geographic combatant commander directs its internal organization that is usually arranged into functional teams. A colonel commands each team. This officer often has joint experience in planning, operations, information superiority, knowledge management, and logistics. Depending on the situation, additional groups are formed, generally to provide capabilities not normally found in a corps headquarters. See figure 5-4 (page 5-9) for an example of SJFHQ(CE) support to a corps headquarters.
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Figure 5-4. Standing joint force headquarters support to a corps headquarters example 5-39. The SJFHQ(CE) is used in three modes: the core of a JTF headquarters for the geographic combatant commander, a specialized cell within the geographic combatant commander, and a joint augmentation for a Service component as the JTF headquarters. A corps headquarters designated as a JTF headquarters will most likely see the latter option. The SJFHQ(CE)’s purpose is to jump-start the joint planning process with a trained, well-equipped plug. When serving as the core of a JTF headquarters, the corps can expect to receive a SJFHQ(CE). Depending on the level of activity in the combatant commander’s area of operations, the SJFHQ(CE) may stay for the length of the mission or redeploy—in whole or in part—before mission accomplishment.
DEPLOYABLE JOINT TASK FORCE AUGMENTATION CELL
5-40. The deployable JTF augmentation cell is similar to a SJFHQ(CE), but it is not a standing organization. It is a tailored pool of augmentees hand-picked for their expertise and trained in crisis action procedures. Commanders use the deployable JTF augmentation cell like a standing joint force headquarters.
This cell may be phased out as the SJFHQ(CE) concept matures and combatant commanders develop JMDs.
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INDIVIDUAL AUGMENTATION
5-41. Every forming JTF headquarters receives individual augmentees. They can be Army personnel identified and requested by the corps commander and principal staff or plugs to fill slots in the JMD.
Identifying suitable individual augmentees is one of the earliest tasks the corps staff must perform.
Determining the number, skill set, type, and availability of augmentees occurs while the JTF is still in the forming stages. This enables the headquarters to request military, Army civilians, representatives from other government agencies, and contractors. Frequently, individual augmentees are functional experts to chair, provide guidance, or serve on meetings (to include working groups and boards), centers, cells, and planning teams associated with joint operations. As with other augmentation, individual augmentees may not remain until mission accomplishment.
JOINT ORGANIZATION AUGMENTATION
5-42. Several joint organizations exist to augment the joint community in the execution of military operations. As the joint force provider, United States Joint Forces Command arranges for these joint enabling capabilities. In addition to deployment support, many of these entities can support training exercises as resources allow. Some joint enabling capability entities are self-supporting, while others require support from the supported headquarters. The entities in JP 3-33 are valuable assets to the JTF
headquarters.
Joint Communications Support Element
5-43. The joint communications support element is a joint command that provides rapidly deployable communications augmentation. It consists of a headquarters support squadron and communications support detachment, three active squadrons, two Air National Guard squadrons, and one Army Reserve squadron.
As a low-density, high-value asset, the joint communications support element may not remain in support of a JTF headquarters for the duration of its mission.
National Intelligence Support Team
5-44. A national intelligence support team provides a rapidly deployable and mission-tailored national intelligence reachback capability to provide a national-level, deployable, all-source intelligence team to meet a JTF’s intelligence requirements. National intelligence support teams are nationally sourced and composed of expert intelligence and communications analysts, communicators, and managers from the Defense Intelligence Agency, Central Intelligence Agency, National Security Agency, National Geospatial-Intelligence Agency (formerly the National Imagery and Mapping Agency), and other agencies.
Defense Threat Reduction Agency
5-45. The Defense Threat Reduction Agency is a Department of Defense agency providing subject matter expert augmentees to counter weapons of mass destruction (chemical, biological, radiological, nuclear, and high-yield explosives). This agency provides capabilities to reduce, eliminate, and counter the threat, and mitigate its effects. It supports combatant commanders and JTF staffs with specialists on developing necessary offensive and defensive tools, and equipping Soldiers for chemical or biological attacks.
Joint Information Operations Warfare Command
5-46. The United States Strategic Command’s Joint Information Operations Warfare Command augments planning, coordinating, and executing efforts for the joint information operations community. It rapidly deploys information operations planning teams to deliver tailored, highly skilled support and sophisticated models and simulations to joint commanders and JTF headquarters. Its core capabilities include command and control warfare, computer network operations, psychological operations, military deception, and operations security. These capabilities work with specified supporting and related capabilities to influence, disrupt, corrupt, or usurp adversarial human and automated decisionmaking while protecting friendly operations and organizations. A reachback capability enables it to respond to emerging situations within a joint operations area.
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Joint Personnel Recovery Agency
5-47. The Joint Personnel Recovery Agency is a United States Joint Forces Command subordinate serving as the principle Department of Defense agency for coordinating and executing personnel recovery. With regards to JTF operations, this agency augments personnel recovery efforts in four areas: guidance, education and training, operational support (including exercises and deployments), and lessons learned and research and development.
Joint Public Affairs Support Element
5-48. United States Joint Forces Command’s joint public affairs support element augments the geographic combatant commander and JFC with a rapidly deployable, trained, equipped, and expert team with knowledge in joint public affairs, media operations and both Service and joint policies. Training teams for the joint public affairs support element provide a standing, rapidly-deployable, turn-key joint public affairs capability to support various operational requirements. Each training team forms the core of a scalable public affairs response capability, a ready, mission-tailored force package to support exercises and to deploy in support of the combatant commands for operations and contingencies.
Defense Logistics Agency
5-49. The Defense Logistics Agency supports the JTF using various capabilities, to include Defense Logistics Agency contingency support teams and other experts imbedded physically or virtually with the JTF. These teams provide liaison officers and functional experts with logistic planning experience, logistic surge, and sustainment expertise to the agency. Team capabilities include logistics assistance teams to address supply management issues, disposal remediation teams to manage disposal of hazardous waste, distribution operations teams to provide expertise in distribution management, and fuel support teams to serve as a liaison in bulk fuel operations. (For more information, see the Defense Logistics Agency Web site, listed in the References.)
Deployable Joint Command and Control System
5-50. The deployable joint command and control system is a command and control element providing the geographic combatant commander and subordinate JTF headquarters with a full range of interoperable, robust, standardized, and scalable systems and tools for planning, executing, and assessing joint operations.
This system provides the integrated hardware and software suites that allow commanders to exercise command and control over widely dispersed forces using multiple data sources and communications alternatives.
Joint Fires Integration and Interoperability Team
5-51. The Joint Fires Integration and Interoperability Team provides rapidly deployable battlefield assessment teams to augment large-scale training exercises and operational deployments to gather data on the planning, preparation, and execution of joint fires integration. When deployed, they focus on joint intelligence, surveillance, and reconnaissance, joint air-to-ground fires integration with maneuver, command and control, and combat identification. Each battlefield assessment team aims to produce effective target acquisition, command and control, and interoperable firing systems to reduce fratricide and collateral damage. (For more information, see the Joint Fires Integration and Interoperability Team Web site, listed in the References.)
Joint Systems Integration Center
5-52. United States Joint Forces Command’s Joint Systems Integration Center brings together operational and technical expertise, technology, state-of-the-art facilities, and repeatable scientific methodology to augment joint command and control capabilities, and solve joint interoperability problems, focusing at the JTF level. It ensures identified capabilities are interoperable from the geographic combatant commander level down through the JTF and its subordinates. The end result is a recommendation that will lead to 26 November 2010
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improved interoperable capabilities. Onsite assistance and reachback capability support the JTF. (For more information, see the Joint Systems Integration Center Web site, listed in the References.) THEATER ARMY AUGMENTATION
5-53. Wherever deployed, the corps headquarters serving as a JTF headquarters falls under the administrative control of a theater army. Depending on the type and duration of the mission, the theater army may provide individual or unit augmentation from the following Army organizations to enable the JTF headquarters to accomplish its mission. These include—
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Theater sustainment command.
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Signal command (theater).
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Military intelligence brigade.
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Civil affairs brigade.
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Medical command (deployment support).
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Theater aviation command.
5-54. Other potential augmenting organizations include a battlefield coordination detachment, Army air and missile defense command, and other functional organizations. These organizations often deal with contracting; chemical, biological, radiological, nuclear, and high-yield explosives (CBRNE); engineering; military police; information tasks; aviation; and space support.
OTHER SERVICES AND LIAISON OFFICERS
5-55. Liaison often forms the glue that holds joint, coalition, and multinational operations together. The JTF headquarters provides trained and knowledgeable liaison teams. Both the composition of the teams and the number required is maintained throughout the mission. Liaison detachments have four basic functions: monitor, coordinate, advise, and assist. Each team sent to superior, subordinate, adjacent, or supporting organizations has enough staff to provide 24-hour coverage and sufficient rank structure to gain access to the appropriate level at the receiving command. Each liaison team received from a sending unit is integrated into the staff and accommodated with work space, communications, protection, life support, and sufficient access to the commander and appropriate staff to accomplish its mission. Each corps liaison team has a magnified challenge when it sets up at distant locations. Often the teams have limited transportation assets to receive guidance, supplies, mail, and morale support.
5-56. Current doctrine identifies the chief of staff as the central point of contact for liaison operations.
However, the sheer number of liaison teams in joint operations with a large military, intergovernmental, and multinational force may make that impractical. An alternative involves establishing a liaison office in the main CP associated with the movement and maneuver cell. This office contains a director and a small staff to control liaison operations, both those sent from and those received by the corps headquarters. An individual of sufficient rank directs and staffs the office to control the operation and has ready access to corps senior leaders to facilitate information exchange. Liaison office functions include maintaining liaison rosters, managing status reporting and accountability, serving as an information clearinghouse, and providing communications systems. The liaison office also acts as the single point of contact for life support and other liaison support operations, such as protection, medical assistance, and security.
5-57. Digital liaison detachments augment corps headquarters, especially when serving as a JTF or joint force land component command. Each detachment of 30 personnel can establish a liaison with a multinational division or higher headquarters and provide digital connectivity with ABCS for maneuver, fires, intelligence, sustainment, and air and missile defense. Alternatively, these detachments can be split into two or more teams to provide connectivity to two or more brigade-sized elements.
5-58. Adequate liaison is most important to a corps headquarters transitioning to a joint headquarters in those critical situations that will determine success or failure. Examples include situations during predeployment academic and training exercises; during reception, staging, onward movement, and integration; before new equipment training; and during the first few weeks as a joint headquarters.
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JOINT MANPOWER EXCHANGE PROGRAM
5-59. The joint manpower exchange program places qualified military personnel in billets outside their Service. When mature, this program will ensure that each geographic combatant commander and many of their Service components commands have officers from another Service embedded in their staffs. Such a program provides in-house liaison and staffs knowledgeable of both their specialty in their parent Service and in the operations of the organization in which they serve.
OTHER AUGMENTATION OR COLLABORATIVE CAPABILITES
5-60. Capabilities can be augmented or collaborative. The joint enabling capabilities are a type of augmentation. The interagency enabling capabilities; linguistic, interpreter, and cultural support; and multinational enabling capabilities do not augment. Rather, they are often collaborators focusing on the same objectives. They often join the corps headquarters serving as a JTF headquarters after it has arrived in the joint operational area.
INTERAGENCY ENABLING CAPABILITIES
5-61. Modern operational environments contain more than just military organizations, especially if the JTF
is engaged in stability or civil support activities. The Army corps headquarters as a JTF headquarters can expect to interact with and perhaps receive and provide direct support to many other government agencies.
These include the American embassy country team, the Department of State, Department of Homeland Security, Department of Agriculture, Department of Commerce, and Department of Transportation.
Likewise, independent agencies of the federal government often are involved in military operations, including the Central Intelligence Agency, the Environmental Protection Agency, National Aeronautics and Space Administration, and especially the United States Agency for International Development. The list expands considerably when including the state and local government entities.
5-62. Overseas, the corps as a JTF headquarters comes in contact with representatives of international organizations, such as the United Nations, International Committee of the Red Cross, International Red Cross and Red Crescent Movement, and the hundreds of nongovernmental organizations. While many of these organizations try to remain neutral by not associating directly with the JTF, many interact with it as they pursue their specialized missions. Host-nation governments, whether they welcome the U.S. presence or not, will interact with the JTF headquarters and will have to be accommodated. (See JP 3-08 for further information on interagency, intergovernmental, and nongovernmental coordination.)
5-63. Interagency capabilities provide skills lacking in sufficient quantities to support mission accomplishment. Inadequate staffing and training of required interagency personnel can inhibit this process. The interagency representative provided by non-Department of Defense activities of the United States Government may come with a skill set not fully ready for the mission at hand. Early in the forming, orientation, and training of JTF members, JTF leadership must identify knowledge shortfalls and provide the training to fill the knowledge gaps. This orientation and training may involve providing equipment to facilitate access to the common operational picture and JTF databases.
LINGUIST, INTERPRETER, AND CULTURAL SUPPORT
5-64. Linguists and interpreters (to include translators) often are critical to JTF operations. Interpreters transfer the meaning of one spoken language into another spoken language. Translators render the meaning of one written language into another written language. Foreign deployments often require language proficiency—especially for local dialects—that require language skills beyond those typically resident in the geographic combatant commander or JTF staffs. Linguists can provide valuable training to the JTF staff and key personnel for specific joint operations area. Early in the planning and forming stages of the JTF’s lifecycle, staff identify and resource the requirements for linguists, interpreters and translators. Integrating interpreters and translators into the JTF occurs as soon as possible to obtain security clearance and finalize contractual agreements. In-place procedures are required to identify the interpreter chain of command and the scope of interpreter duties. The corps headquarters develops procedures to vet interpreters and 26 November 2010
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translators to uncover biases. The staff considers the possibility that they may not have the best interests of the JTF foremost in their minds. Other positions may be sourced through vetted, contracted interpreters.
5-65. Cultural support goes beyond the use of local interpreters and local hires to perform life support tasks. Inserting U.S. forces into a different culture creates a dynamic to address. Each JTF requires cultural intelligence to successfully deal with the local population. Knowledge of the local culture in terms of the social, political, economic, and demographic factors contributes to understanding a people or a nation’s history, institutions, psychology, religious beliefs, and behaviors. Increasing cultural awareness using Department of State regional experts, special operations forces with regional expertise, or civilian academics with language and cultural understanding facilitates the planning, preparation, and execution of military operations. Additionally, foreign area officers from the security cooperation division of the theater army headquarters may serve as political or cultural advisors to the corps or subordinate commanders.
MULTINATIONAL ENABLING CAPABILITIES
5-66. When deployed outside the continental United States, the U.S. military rarely operates alone.
Whether a part of a formal treaty organization such as the North Atlantic Alliance or as an ad hoc coalition like that for Operation Iraqi Freedom, the JTF headquarters multinational participation complicates normal unilateral organization, planning, and operations. Operating in a multinational environment presents challenges as well as opportunities. A JTF operating with multinational forces follows multinational doctrine and procedures if the United States has