1. STAFF WORK IN PEACE SUPPORT OPERATIONS
MAJ Stasys VILKINAS (LT)

2. CONTENT What is staff and how HQ looks Staff functions
Staff groups and what they do
Task
Sum up

3. REFERENCE US FM 5-0, The Operations Process, 2010
NATO, NATO Peace support operations doctrine, PUBLICINTRLLIGENCE,
US FM 6-0 Mission command: Command and control of armed forces, 2003
US FM , Army leadership, 1999
US ADP 2-0, Intelligence, 2012
UK MOD JWP 3-50, 2nd Edition, The Military Contribution To Peace Support Operations, 2004
NATO AJP-3.4.1, Peace Support Operations, 2001
US FM Risk management, 1998.

4. Smart and Lazy: They are innovative type that does not rush into things, figures out the easiest way to accomplish a goal, has a strategic mind and long-term view. In two words – they are a good commander.
Smart and Active: Such officers follows opportunities as they arise in real time, gets lots of stuff done. Not a great leader but great managers – best suited for staff officers work.
Dumb and Lazy: Officers who follows orders and best suited for the administrative work. They do not show too much own initiative but do no harm others as perform in a consistent predictable manner. Often inherits value created by the Smart and Actives ones.
Dumb and Active: These are dangerous and must be eliminated. Does not follow orders, makes mistakes and pursues his own agenda.

5. WHY ?
During PSO planning and implementation the staff supports commander and their subordinate units.

6. STAFF FUNCTIONS Support the commander, Assist subordinate units,
Keep subordinate, higher, adjacent, supported, and supporting headquarters informed
Staffs exist to help the commander make and implement decisions.
The primary product the staff produces for the commander, and for subordinate commanders, is understanding, or situational awareness. True understanding should be the basis for information provided to commanders to make decisions. Formal staff processes provide two types of information associated with understanding and decision making. All other staff activities are secondary. The first is situational awareness information, which creates an understanding of the situation as the basis for making a decision. Simply, it is understanding oneself, the enemy, and
the terrain or environment.
The second type of information, execution information, communicates a clearly understood vision of the operation and desired outcome after a decision is made. Examples of execution information are conclusions, recommendations,guidance, intent, concept statements,and orders.

7. SUPPORT THE COMMANDER
Information management is a core tool fore each staff section to provide control over its field of interest.
Common Operation Picture (COP)
Control his field and support the commander to communicate throughout the force to accomplish the mission
Staffs exist to help the commander make and implement decisions.
The primary product the staff produces for the commander, and for subordinate commanders, is understanding, or situational awareness. True understanding should be the basis for information provided to commanders to make decisions. Formal staff processes provide two types of information associated with understanding and decision making. All other staff activities are secondary. The first is situational awareness information, which creates an understanding of the situation as the basis for making a decision. Simply, it is understanding oneself, the enemy, and
the terrain or environment.
The second type of information, execution information, communicates a clearly understood vision of the operation and desired outcome after a decision is made. Examples of execution information are conclusions, recommendations,guidance, intent, concept statements,and orders.

8. ASSIST SUBORDINATE UNITS
Assists subordinate units by providing resources the commander allocates to them
Representing subordinates’ concerns to the commander
Clarifying orders and directives
Passing RI quickly
Staffs exist to help the commander make and implement decisions.
The primary product the staff produces for the commander, and for subordinate commanders, is understanding, or situational awareness. True understanding should be the basis for information provided to commanders to make decisions. Formal staff processes provide two types of information associated with understanding and decision making. All other staff activities are secondary. The first is situational awareness information, which creates an understanding of the situation as the basis for making a decision. Simply, it is understanding oneself, the enemy, and
the terrain or environment.
The second type of information, execution information, communicates a clearly understood vision of the operation and desired outcome after a decision is made. Examples of execution information are conclusions, recommendations,guidance, intent, concept statements,and orders.

9. KEEP “FRIENDS” INFORMED
There are several rules to remember when managing information:
information should be passed as soon as possible;
the key is relevance, not volume;
information should reach recipients based on their need for it;
no answer or, not full information in time is better then full but late one
Staffs exist to help the commander make and implement decisions.
The primary product the staff produces for the commander, and for subordinate commanders, is understanding, or situational awareness. True understanding should be the basis for information provided to commanders to make decisions. Formal staff processes provide two types of information associated with understanding and decision making. All other staff activities are secondary. The first is situational awareness information, which creates an understanding of the situation as the basis for making a decision. Simply, it is understanding oneself, the enemy, and
the terrain or environment.
The second type of information, execution information, communicates a clearly understood vision of the operation and desired outcome after a decision is made. Examples of execution information are conclusions, recommendations,guidance, intent, concept statements,and orders.

10. BN MODEL

11. COMMON STAFF ACTIVITIES, RESPONSIBILITIES AND DUTIES
Advising and informing the commander
Preparing, updating, and maintaining staff estimates.
Making recommendations.
Preparing plans and orders.
Managing information within fields of interest.
Identifying and analysing problems.
Performing staff coordination.
Conducting training.
Performing staff assistance visits and inspections.
Performing risk management
Performing staff administrative procedures
Exercising staff supervision

12. COS or XO

13. COS or XO
The COS (XO) is the commander's principal staff officer. He directs staff tasks, conducts staff coordination, and ensures efficient and prompt staff response. The commander normally delegates authority to the COS for the executive management of coordinating and special staff officers.

14. COS or XO Integrating and synchronizing the warfighting plans.
Managing the commander's critical information requirements (CCIR).
Establishing, managing, and enforcing the staff planning time line in accordance with the commander's guidance.
Supervising the targeting, deep operations, and other cross-forward line of troops (FLOT) planning cells.
Integrating deception planning and fratricide countermeasures into the plan.
Determining liaison requirements, establishing liaison information exchange requirements, and receiving liaison teams.
Directly supervising the main command post (CP) and headquarters cell, including displacement, protection, security, and communications.
Monitoring staff’s discipline, morale, and combat and mobilization readiness.
Organizing, planning, and conducting staff training.
Supervising all tasks assigned to the staff.

15. PERSONAL STAFF GROUP

16. PERSONAL STAFF GROUP Command sergeant major Aide-de-camp (adjutant)
Public affairs officer
Staff judge advocate
Chaplain

17. COORDINATING STAFF GROUP

18. COORDINATING STAFF GROUP
Coordinating staff officers are the commander's principal staff assistants and are directly accountable to the COS. Coordinating staff officers are responsible for one or a combination of broad fields of interest. They help the commander coordinate and supervise the execution of plans, operations, and activities. Collectively, through the CofS, they are accountable for the commander's entire field of responsibilities. The staff is not accountable for functional areas the commander decides to personally control.

19. COORDINATING STAFF GROUP
S-1 – Personnel
S-2 – Intelligence
S-3 – Operations and training
S-4 – Logistics
S-5 – Civil-military operations
S-6 – Command, control, communications, and computer operations (C4OPS)

20. S1 - PERSONNEL Personnel Manning: Personnel Services:
personnel readiness and replacement management
personnel accounting
Personnel Services:
casualty operations management
essential personnel services
Personnel support
Postal operations management
Community and family support activities
Headquarters management:
manpower allocation
supervising movement
internal arrangement
space allocation

21. S2 – INTELLIGENCE / INFORMATION
Intelligence readiness:
maintaining relationships and procedures organizations
intelligence training
Intelligence tasks:
managing the intelligence process
IPB
civil considerations portions of the COP
recommending PIRs
Intelligence synchronization:
managing intelligence requirements
facilitating ISR integration,
Other intelligence support:
preparing the intelligence annex
providing intelligence updates
Counterintelligence
identifying and evaluating adversary collection capabilities
Support to security programs:
evaluating physical security vulnerabilities

22. S3 - OPERATIONS Training: Operations and plans:
Managing training and evaluations,
METL development…
Operations and plans:
Preparing, coordinating, authenticating (patvirtinti), publishing, and distributing the command SOP, plans, orders,
Synchronizing tactical operations,
Planning tactical troop movements,
Integrating ISR, CS into the concept of operations,
Recommending priorities for allocating critical resources…
Force Development and Modernization:
Developing and recommending force structure,
Fielding (išbandymas) new weapons and equipment

23. S4 – CSS and LOG Logistic operations and plans: Supply: Maintenance:
Developing the logistic plan to support operations
Selection of, and recommending of main supply routes (MSRs) and logistic support areas
Supply:
Determining supply requirements
Coordinating all classes of supply
Recommending CSS priorities
Maintenance:
Monitoring and analyzing the equipment readiness status
Transportation:
Planning administrative troop movements
Coordinating transportation assets
HN support
Services:
Coordinating the construction of facilities and installations clothing and individual equipment exchange
Coordinating or providing food preparation, water purification, mortuary affairs, aerial delivery, laundry, shower, and clothing/light textile repair

24. S5 - CIMIC
Advising the Cdr on the effect of civilian populations on military operations.
Minimizing civilian interference with operations.
Advising the Cdr on legal and moral obligations incurred from the long- and short-term effects (economic, environmental, and health) of military operations on civilian populations.
Maintaining liaison with other governmental agencies, HN civil and military authorities, and nongovernmental and international organizations in the AO.
Coordinating with the FSO on protected targets.
Planning community relations programs to gain and maintain public understanding and goodwill, and to support military operations.
Providing the G-2 (S-2) information gained from civilians in the AO.
Coordinating with the G-7 and PSYOP officer on trends in public opinion.
Identifying and assisting the G-6 (S-6) with coordinating military use of local INFOSYS.
Participating in targeting meetings.
Helping the G-4 (S-4) coordinate facilities, supplies, and other materiel resources available from the civil sector to support operations

25. S6 – C4 C4 Operations: Network Operations: Information Management:
Preparing and maintaining C4OPS estimates, plans, and orders;
Monitoring and making recommendations on all technical C4OPS activities;
Recommending CP locations, based on the information environment
Network Operations:
providing a managed flow of RI based on the command’s missions
protecting and defending INFOSYS and networks against exploitation, degradation, and denial of services
Information Management:
Facilitating the timely flow of RI and enabling the staff to process, display, store, and disseminate the COP

26. SPECIAL STAFF GROUP

27. SPECIAL STAFF GROUP
Special staff officers help the commander and other members of the staff in their professional or technical functional area. The specific number of special staff officers and their duties vary at each level of command. Special staff sections are organized according to functional areas.

28. S2 SSG
Staff Weather Officer. The SWO is the coordinating staff responsibility of the G2 (S2). The staff weather officer is the special staff officer responsible for coordinating operational weather support to tactical commanders and weather service matters. The SWO is an Air Force officer, provided on request by the Air Force, normally at division and corps levels.

29. S3 SSG
Air Defense Coordinator (ADCOORD). The air defense coordinator is the special staff officer responsible for coordinating matters concerning the deployment of air defense artillery (ADA) systems, assets, and operations. The ADCOORD is the senior air defense artillery officer in the command. He is also the commander of an ADA unit supporting the command. An ADCOORD is at corps and division levels. Air Liaison Officer (ALO). The air liaison officer is the special staff officer responsible for coordinating tactical air assets and operations such as close air support (CAS), air interdiction, joint suppression of enemy air defense (SEAD), reconnaissance, and airlift. The ALO is the senior Air Force officer with each tactical air control party (TACP). An ALO is authorized at corps, division, and brigade levels. Chemical Officer (CHEMO). The chemical officer is the special staff officer responsible for the use of or requirement for chemical assets and NBC defense and smoke operations. A chemical officer is at every echelon of command.

30. S3 SSG
Engineer Coordinator (ENCOORD). The engineer coordinator is the special staff officer for coordinating engineer assets and operations for the command. The ENCOORD is usually the senior engineer officer in the force. He is the commander of an engineer unit supporting the command. The assistant or deputy ENCOORD is a permanent staff officer representing the ENCOORD in his absence. An ENCOORD is located at corps and division levels and one is normally task-organized to maneuver brigades and battalions. Explosive Ordnance Disposal (EOD) Officer. The explosive ordnance disposal officer is the special staff officer for coordinating the detection, identification, recovery, evaluation, render safe, and final disposal of explosive ordnance. An EOD officer is authorized at corps and division levels and will normally be dual hatted as the EOD group, battalion, or company commander.

31. S3 SSG
Fire Support Coordinator (FSCOORD). The fire support coordinator is the special staff officer for coordinating fire support and field artillery assets and operations in the command. The FSCOORD is the senior field artillery officer in the force. He is the commander of a field artillery unit supporting the force. The assistant or deputy FSCOORD is a permanent staff officer on the staff representing the FSCOORD in his absence. There is a FSCOORD with the maneuver force at every echelon of command from battalion through corps. At brigade, regiment, and below, the FSCOORD.s representative is the FSO. Liaison Officer (LNO). The liaison officer is a special staff officer responsible for representing the commander at the headquarters of another unit for effecting coordination and promoting cooperation between the two units. Psychological Operations (PSYOP) Officer. The psychological operations officer is the special staff officer responsible for coordinating PSYOP assets and operations in the command. A PSYOP officer is located at corps and division levels. If no PSYOP officer is assigned to the command, the PSYOP support element commander of an attached PSYOP support element may assume the duties and responsibilities of the PSYOP special staff officer.

32. SOME NOT COMMON MEMBERS
Some NATO nations can afford to have several very important positions within the staff during the PSO:
the Legal advisor (LEGAD),
the Political advisor (POLAD),
the Foreign & Commonwealth Office (FCO),
interpreters,
the Humanitarian advisor (HUMAD)

33. STAFF PROCEDURES
Depends on internal military culture and battle rhythm
Different methods to achieve results in the staff procedures could be used
Staff analysis
7 questions estimate
Military decision making process
In every unit/formation procedures in details describes SOPs and SOIs

34. CONCEPTS OF COMMAND
AND CONTROL

36. TASKS Analyze the briefing and paper information within the syndicate
Prepare 5 questions for discussion for each topic
To bring for discussion (what each staff member does):
Mission analysis
COA development
War gaming
COA Comparison and Approval
Order briefing

37. I Task
II Task
III Task
IV Task
V Task