JOINT TASK FORCE TRAINING

JOINT TASK FORCE TRAINING
Form the Joint Task Force A two step process: Form the staff. Form the command. Both require a deliberate and rational process to craft the most efficient structure.

Purpose Familiarization with the fundamentals of establishing a Joint Task Force Two Tiered Command and Control JTF Design JTF Staff Structure Familiarization briefing CINCPAC’s two tiered command and control process is the inertia behind the fundamental need for subordinate JTFs The 2 tiered C2 process drives the need to build JTFs from single service commands Modifications to single service staff and subordinate command structures are significant This briefing will attempt to convey simple doctrine to ease the “trauma” of forming the JTF

References JP 0-2, Unified Action Armed Forces, 24 Feb 95
JP 3-0, Doctrine for Joint Operations, 1 Feb 95 JP Command and Control Doctrine for Joint Ops, Draft, Apr 97 JP Joint Task Force Planning Guidance and Procedures, 13 Jan 99 USCP Emergency Action Plan (Volume V) Sep 98 USCINCPACINST B Organization and Administration of USCINCPAC Deployable Joint Task Force Augmentation Cell (DJTFAC), 10 Sep 97 As always, we begin with an overview of the references we used to develop this briefing. Probably the best source is JP , as it walks you through how the JTF is formed. Throughout the briefing we’ll show you where we get the quotes we use. If you don’t see a doctrinal quote it’s a technique we’ve picked up from other JTFs we’ve seen. We also pull a lot of material from the lessons learned from past JTF operations. Somalia and Haiti have given us a great deal of useful information E defines the 2 Tier Command and Control concept A addresses the organization and administration of the DJTFAC.

Joint Forces Joint Forces are composed of significant elements assigned or attached, of two or more Military Departments and are commanded by a JFC with a joint staff This is the definition of Joint Forces from Joint Pub 3-0, Doctrine for Operations Joint forces include combatant commands, subordinate unified commands, and joint task forces. The way a Joint Force Commander organizes his forces directly affects the responsiveness and versatility of the joint force operations. The first principle of JFCs is to organize forces to accomplish the mission JP 3-0, pg. II-10

- Optimally a JTF should be established before or during CAP phase III ( COA Development) to allow the designated CJTF and staff to participate in as much of the CAP process as possible.

Chain of Command and Control
PRESIDENT CJCS SECRETARY OF DEFENSE UNIFIED COMMANDS MILITARY DEPARTMENTS CO COM Service Forces (Not assigned by “Forces For”) JOINT TASK FORCE FUNCTIONAL COMPONENT SERVICE COMPONENT COMMANDS OP CON The unified commander is vested with combatant command authority, or COCOM. COCOM provides full authority to organize and employ subordinate commands and forces as the commander considers necessary to accomplish assigned missions. The unified commander can adapt a command structure within his area of responsibility using several options. He may choose to organize joint task forces; subordinate unified commands; functional component commands; or service component commands. The commander in chief of the pacific command uses a combination of these methods to exercise COCOM over forces within his AOR. For contingency operations, however, the CINC chooses to establish joint task forces to conduct military operations. As previously stated, this is the basis for the USPACOM two-tiered command and control structure. SERVICE COMPONENTS/ FORCES SUBORDINATE UNIFIED COMMAND Chain of Command Coordination

PACOM Command Structure
NCA Chain of Command Strategic National Coordination CJCS CINC SPT CINC Strategic Theater USA COMP USN COMP USAF COMP USMC COMP SOF COMP TIER I TIER II JTF Given the existing theater structure, this slide shows where the JTF fits in to the national command and control structure. Key is the focus of the levels of command The CINC is focused at the strategic theater level. His staff conducts mission analysis and develops courses of action focusing on the theater strategic level of war. The joint task force operates at the operational level, operating in an area approved by the CINC. Their focus is the campaign and controlling the components who are operating at the tactical level. Operational Level USA COMP USN COMP USAF COMP USMC COMP SOF COMP JPOTF Tactical Level

Joint Task Force Peace Enforcement CM NEO A JTF is formed or designated by SECDEF, a CINC or an existing JTF Commander for a specific limited objective and dissolved upon achieving its assigned objectives To neck down our study, let’s look at the JTF. JTFs may take many forms and sizes and be employed across a range of military operations in air, land, or maritime environments. The specific organization and staffing of the JTF will vary based on the mission assigned, the environment within which the operations must be conducted , the makeup of existing and potential enemy forces, and the time available to reach end state. (JP , pg. I-3) JP 0-2, pg. IV-9 Disaster Relief/ HA Peace Keeping SSC

JTF Employment in PACOM
MOOTW / SSC is most likely scenario Short Duration / Small Scale / No-Notice Joint Multinational / Interagency Chain of Command: NCA--CINC--JTF Commander Use of JOPES Crisis Action Procedures Required Here in PACOM we can expect the JTFs to take on a wide variety of missions and responsibilities. Under the PACOM two tier command and control system we have 3 primary JTFs identified, and three alternates, with SOCPAC supplying an additional capability. These JTFs are expected to be able to respond to a broad range of potential crisis. However, each crisis requires a separate and unique response. Our challenge is to develop JTFs which closely match the mission and requirements necessary to solve the crisis Bottom Line: Requires Joint Staff employing Joint Processes

13AF When faced with a contingency, Admiral Blair may select a joint task force headquarters from a list of single-service subordinate headquarters pre-designated for intensive joint training and planning. The selection is based on the required capabilities and geography of the scenario. That commander will be assigned a force package, provided from the components to achieve his mission. Additionally, the commander will be given an augmentation cell of subject matter experts from USCINCPAC and component staffs that will assist in modifying the staff to a Joint staff. Augmentees work for the JTF Commander and provide initial mission planning and additional command, control and communications capabilities.

Decisions affecting JTF structure
Facts Decisions Assigned Tasks JTF Mission Required Capabilities Force Options Force Options Component Structure Component Structure C2 Structure Basing Support Structure As we form the JTF we will be developing a structure to support the JTF Commander. We won’t be making these decisions arbitrarily. We will conduct a mission analysis to determine what we need. During mission analysis we’ll determine what our mission is by examining all assigned tasks and then determining those tasks which are mission essential. This mission will drive us to ask for certain capabilities- which will develop our force structure. The force structure will develop our component structure. This will in turn have an impact on the command and control structure we develop. And finally, the basing (which is determined by the control measures) will drive us to our support structure. These decisions ultimately influence the JTF structure from our mission. Staff Structure Force Structure

Our Goal A JTF that can: Rapidly plan in a complex setting
Develop a plan which supports national and strategic theater goals Continuously integrate logistics Orient on the enemy’s operational center of gravity Efficiently execute a plan based on the commander’s concept Achieve synergy in the employment of all military and inter-agency capabilities This slide details what we should strive to do as we form the JTF First, realize that the crisis we are responding to is dynamic. Our JTF needs to be able to keep pace with rapidly changing requirements. National and Strategic level missions will provide focus to our efforts Ensure we set the conditions for success in the Battlespace by developing a force flow and support structure which meets the requirements of the components Focus on the enemy. Ensure all efforts are focused on the defeat of the enemy and the protection of friendly forces. Perhaps most importantly- ensure that we are a tool for the commander to use. We need to ensure that our staff work is good enough to allow the commander the time and opportunity to make decisions; to ensure that we do not become so overcome by events that we become reactive rather than proactive. And finally, we need to synchronize efforts of all services at the operational level and other agencies. We need to dictate the tempo of operations.

JTF Component Structure (Service)
Simplicity in a Time Compressed Environment Capabilities or functions do not overlap CINC CJTF Service Components: USCINCPAC preferred: Appropriate when stability, continuity, economy , ease of long-range planning and the scope of the operation dictate organizational integrity. These conditions apply when the required functions in a particular dimension (air, land, sea) are unique to a single-service force or service force capabilities or responsibilities do not overlap much Admin/Logistics support of the JTF is the responsibility of the Service component commander of the CINC. JP 3-56 When a JTF is subordinate to another JTF, the CINC supporting the senior JTF also supports the subordinate JTF JP 3-56 JTFs should allow service tactical and operational groupings to function generally as they were designed. In this way, the JTFs requirements will be met while allowing for efficient disposition of forces JP 3-56 pg. III-2 NAVFOR AFFOR ARFOR MARFOR JSOTF

JTF Component Structure (Functional)
Organize by capabilities or functions Unity of Effort CINC CJTF Functional Components Appropriate when forces from 2 or more services must operate in the same dimension or medium. These conditions apply when the scope of operations requires that the similar capabilities and functions of forces from more than one service be directed toward closely related objectives and unity of command is a primary consideration. It may be useful to establish functionally oriented components responsible for major operations or phases in the campaign like the JFACC in Operation Desert Storm. JFMCC JFACC JFLCC JSOTF JPOTF JCMOTF JP 3-56, Pg III-6

Subordinate TF Structure
Geographic or Mission Specific Unity of Effort CINC CJTF Subordinate JTF/TF Components A TF is a single service component. Sub-JTFs and TFs organized around like missions or geography. Especially useful in HA/DR and CM missions TF TRANS TF MED TF Eng JSOTF JPOTF JCMOTF

The Leap to the Operational Level
NCA CINC The Leap to the Operational Level SOP JTF TACTICAL LEVEL MEF USMC MARFOR NAVFOR AFFOR ARFOR JSOTF JPOTF CORPS USA A formidable challenge A leap from the “Comfort Zone” This slide depicts perhaps the hardest task we face when forming the JTF: the leap from tactical thought to operational level thought. All of us were “raised” in our respective service cultures. Each one of us has demonstrated proficiency at the tactical level of war. We are comfortable operating at this level, as we have completely mastered the subject material at this level. Now we are asked to make a leap. We no longer are infantrymen checking maps for fields of fire; pilots briefing wingmen on the flight formation into the target area; watch standers ensuring ships are maintaining correct formation. We have to ratchet up our thoughts and concentrate on command and control, logistics priorities, operational level objectives, focus on those thing we need to work on and allow the components to work the tactical piece. Our job is not to conduct the fight. Our job is to set the conditions for success in the battlespace for our subordinate components A well crafted JTF SOP will aid in making this leap. FLEET USN AEF USAF

Crisis Action Planning
JTF Staff Mission Crisis Action Planning Minimal Time Philosophy Structure Procedures Not Business As Usual Phase I: Situation Development Phase II: Crisis Assessment Phase III: COA Development Phase IV: COA Selection Phase V: Execution Planning Phase VI: Execution Operational Level Focus Plans Pers Log Intel Ops Cellular Staff Structure Comm The DJTFAC is available to assist the JTF HQ with crisis action planning. Crisis action planning is different than deliberate planning. Shown on the left are the phases of crisis action planning. Crisis action planning dictates a different planning philosophy, different procedures than normal day-to-day operations, and perhaps a different structure to support the operation. The staff has to change the level of thinking. Operational issues are not necessarily where the staff normally focuses. It requires effort to bring the conversation and the analysis to the operational level. The tendency is to delve into the tactical arena, where we are all comfortable. However, once your HQ assumes the role of JTF HQ, you will have components to concentrate on tactical matters. The jtf must focus operationally, and it sometimes is a difficult process. We recommend the development of a cellular organization within the staff. Each cell is staffed with personnel from multiple disciplines. This structure contributes to better cross-communication and provides for faster staffing. Conducted by a “New” Staff

Component Staff COMMANDER N/G1 N/G2 N/G3 N/G4 N/G5 N/G6 FUNCTIONAL
Given the two tier command and control structure, we’ll begin to build the JTF using the tools available to us. The first tool is the component staff we’ll use as a base for the JTF. Each staff is organized as shown on this slide. There are exceptions; outlying agencies, different structures. But generally, each staff is composed of a command group, an O6 level that provides senior leadership, and staff personnel who do the majority of the work in their functional areas (1,2,3,4,5,6)

Forming the Joint Staff
PSYOPS, Civil Affairs, Legal, Medical, Pol Mil, Etc. DJTFAC Personnel/J1 Intel/J2 Ops/J3 Log/J4 Plans/J5 Comms/J6 Designated Headquarters Staff Organization In forming a Joint Staff from a single nation’s military force, the staff is immediately challenged with integrating multiple service expertise, adjusting Standard Operating Procedure (SOP) to accommodate JTF planning and execution, and changing normal staff focus from the tactical to the operational level of conflict. Additionally, augmentees arrive at the headquarters and immediately become a manpower management and utilization challenge which can easily overwhelm a staff not prepared with an augmentee integration plan. SOPs JTF Operational Level focus

Other Nation Headquarters
Forming the CTF Staff PSYOPS, Civil Affairs, Legal, Medical, Pol Mil, Etc. DJTFAC US Headquarters N/G1/DP N/G2/IN N/G3/DO N/G4/LG N/G5/XP N/G6/SC Other Nation Headquarters AC1 AC2 AC3 AC4 AC5 AC6 All of the challenges inherent in forming a single nation staff exist when forming a Combined Staff from the headquarters of two or more nations. Unfortunately, the challenges mount and include communications, national interests, cultural dynamics, and basic differences in staff infrastructure, techniques and procedures. Acknowledging this formidable challenge, the SOCPAC and AFP staffs did a good job in reducing the impact of these challenges as highlighted on the next slide. SOPs Cultural Dynamics CTF Infrastructure Differences Communications Operational Level focus TTPs

What the DJTFAC Is: USCINCPAC Staff (21) USCINPAC Components
O-6 Team Chief 1xJ1 1xJ2 2xJ3(OPS) 2xJ3(Plans) 3xJ3(IO/CA/PSYOP) 2xJ4(Plans/Eng) 2xJ5(TPFDD) 1xJ5(Pol-Mil) 1xJ6 1xPA 1xSJA 1xMed USCINPAC Components PACAF (5) Airlift & Fighter Ops Airlift Management Logistics & Ops Planners USARPAC (4) Terrain Analysis Tm CINPACFLT (2) MARFORPAC (2) JICPAC (6) IAT Officers & NCOs SOCPAC (1) The DJTFAC is a robust package of Joint Operations, service and functional experts. DJTFAC personnel should be fully integrated into the JTF staff across all staff agencies. TRAINED---EXPERIENCED---READY TO DEPLOY---WORK FOR THE JTF

Other JTF Augmentation
Public affairs JOPES Logistics Readiness Center (LRC), JLCC SOF-CA, PSYOP Legal Host nation Liaison Service component Coalition NGO, PVO, OGA TRANSCOM DOD agencies (DMA, CIA, etc.) USSPACECOM Medical Pol-Mil POLAD JULLS, JAARS (Lessons Learned) Contracting official Establish a CMOC (Civil-Military Operations Center)

The Result: A JTF Staff How Does It Work? Command Group Battle Staff
CJTF Command Group Battle Staff Integrated Staff Cells Routine Support Liaison J1 J2 J3 J4 J5 J6 FUNCTIONAL STAFF FUNCTIONAL STAFF FUNCTIONAL STAFF FUNCTIONAL STAFF FUNCTIONAL STAFF FUNCTIONAL STAFF Once we fold the DJTFAC into the JTF, the DJTFAC goes away. The DJTFAC members become members of the new JTF staff, working for the Commander of the JTF. Another critical group which joins the Headquarters is the Liaison elements. The JTF can expect to receive liaisons from virtually every organization which it has routine contact. The subordinate components will have critical liaison officers in place. Higher Headquarters, other agencies, critical nodes- all will have LNOs to the JTF. The number of personnel who will be working in the JTF HQ’s can be staggering. One JTF in this theater has identified 639 positions which may be filled (I Corps SOP, 16 Mar 95, pg. E-4-A-12) during wartime operations. Once all of the augmentees and LNO’s arrive, we have a “purple” organization, a Joint Task Force. But how does it work? One of the things we’ve found in recent JTF experience is the evolution in the breakout of duties and responsibilities of the commander and staff. On the left is the Napoleonic staff we’re all familiar with. Commander, J1 through J6, LNO’s. On the right you see the way we’ve seen the JTF HQ’s interact. The Napoleonic staff structure uses stovepipes; i.e. a person in J3 needs logistical information, he submits a request for that information to the J3 who transmits it to the J4. The J4 assigns a person to work the issue, this person solves the issue, gets the J4 approval, and then the information is transmitted back down the J3 chain to the person who originally requested the information. This system is characterized by centralized control (the J heads) and long timelines. But we have already discussed how JTFs need to be agile, able to respond to fast moving crisis situations. The structure on the right is how recent JTF staffs have adjusted to these crisis situations LIAISON How Does It Work?

The JTF Staff Task Organized to the Specific Mission
Capable of Rapid Information Processing Organized for Efficiency Shortened Plan-Decide-Execute Cycle Basically, this is the goal of our newly formed JTF staff. Again, mission oriented organization. Need to be able to process an incredible amount of information efficiently and effectively. And finally, be able to get inside the enemy’s decision cycle and seize the initiative.

Routine Staff Support CJTF More Closely Aligned with Normal Staff Organization Representatives on Integrated Cell More meetings than Bodies: Battle Rhythm Linkage to staffs higher and lower J1 J2 J3 J4 J5 J6 FUNCTIONAL STAFF FUNCTIONAL STAFF FUNCTIONAL STAFF FUNCTIONAL STAFF FUNCTIONAL STAFF FUNCTIONAL STAFF The routine staff support is critical to the operation. The way a JTF normally operates is that the O-6s, O-5s, and O-4s constantly attend meetings. In between meetings, they return to their functional areas (i.e.. normal jobs) to get updated and to pass requirements to the remainder of the staff. With all these meetings and cells happening, there is a tremendous appetite for information. Someone has to develop information, do staff work and provide staff connectivity to both higher and lower staffs. There is a balance which has to be achieved between the work that must be done in functional areas and the participation in the integrated cells. This is where augmentation becomes critical. Earlier I discussed a JTF which had identified over 600 positions on a JTF staff. Now the number seems to be pretty close to reality. LIAISON

Command Group Decision Makers CJTF J1 J2 J3 J4 J5 J6 LIAISON
FUNCTIONAL STAFF FUNCTIONAL STAFF FUNCTIONAL STAFF FUNCTIONAL STAFF FUNCTIONAL STAFF FUNCTIONAL STAFF The command group is fairly self explanatory. Some of the Joint specific issues are: The CJTF may be a service component commander. This is not recommended as it places the commander in an unwieldy position and create potential conflicts of interest (JP , pg II-6) Normally the CJTF exercises OPCON over assigned and attached forces. The commander is ultimately responsible for developing plans and orders required by JOPES. The commander shapes the operation through the commander’s intent and commander’s guidance. The commander also provides the staff with the Commanders Critical Information Requirements (CCIR) to shape the information management and decision making process The Deputy Commander, JTF (DCJTF) is not normally of the same service as the commander. Usually of equal rank or senior in rank to component commanders. May be dual hatted as the chief of staff.. LIAISON

Battle Staff Chief of Staff Direction “Board of Directors”
CJTF Chief of Staff Direction “Board of Directors” Staff Cognizance over Integrated Cells Represents all Key Battlefield Operating Systems Deals with Processed Data J1 J2 J3 J4 J5 J6 FUNCTIONAL STAFF FUNCTIONAL STAFF FUNCTIONAL STAFF FUNCTIONAL STAFF FUNCTIONAL STAFF FUNCTIONAL STAFF This is probably the most critical layer of the JTF, the O-6 “Board of Directors”. It’s here we see the fusion of the functional areas and integrated staff cells. It is at this level that the pace of the operation is determined. The most critical piece is the Chief of Staff. This person ensures staff coordination and direction. The Chief of Staff develops and enforces a daily schedule, a battle rhythm, for the staff. This schedule should depict a step-by-step approach that leads to accomplishing tasks. Daily events (briefings, meetings, shift changes) should support each other and follow a consistent pattern. The Chief of Staff also formulates and announces staff policies and procedures (message release authority, information/RFI processing, security management). The Chief of Staff is also the lead coordinator for all Liaisons. (JP , pg. II-12) As critical as the Chief are the “J Heads”, the other O-6’s on the staff. These are the folks who are constantly in meetings, who are trying to manage their respective functional areas as well as integrate issues across the entire JTF. Each J-head has staff cognizance over several integrated cells as well as their J-Staffs. They deal with processed data, developing policy and direction for the JTF. It is critical that this level not get mired into the “weeds” of the operation. They provide executive oversight and direction. LIAISON

Integrated Staff Cells
CJTF Cross Functional Representation LNO Representation Information Management Battle Rhythm Planning Handover J1 J2 J3 J4 J5 J6 FUNCTIONAL STAFF FUNCTIONAL STAFF FUNCTIONAL STAFF FUNCTIONAL STAFF FUNCTIONAL STAFF FUNCTIONAL STAFF JOINT PLANNING GROUP INFORMATION OPERATIONS CELL JOINT OPERATIONS CENTER Integrated cells cross the functional lines of the staff to develop specific products which require input from all staff areas. Rather than staff all issues throughout he Napoleonic staff system, we create cells, boards, elements, centers, groups, teams, etc. Basically what we have seen develop are “tiger teams” developed to address specific issues. Critical to this process is the participation by personnel from all staff areas as well as liaisons. What we are trying to do is rapidly disseminate information, develop answers, and produce products. Successful JTFs have developed these cells by staffing each cell with one to four “core” personnel and developing a meeting schedule to bring in experts from other sections to provide input into the process. For example, the Joint Planning Group “core” personnel are the personnel assigned to the plans section. They will ultimately write the order. But they need input from across the staff. This is provided by meetings where they pull together all the experts from throughout the staff, develop a strawman product, then release the experts back to their functional areas or to other meetings You can see right off that the requirement for a solid meeting schedule is paramount. Some elements, such as component liaison officers, are required at virtually every cell meeting. What happens is you rapidly run out of personnel to attend meetings. Let me show you why. TPFDD WORKING GROUP LIAISON

Integrated Staff Cells
JOINT RECEPTION CENTER EPW MANAGEMENT BOARD JOINT INTERROGATION CELL JOINT COLLECTION BOARD FORCE FIRES JOINT TARGET BOARD CIVIL MILITARY OPS CENTER REAR AREA OPERATIONS CTR JOINT MOVEMENT CONT CTR JOINT FACILITIES UTIL BD JOINT AV LOG SPT BD JOINT MATERIAL PRIORITY ALLOCATION BD OPERATIONAL PLANNING TM POLITICAL MILITARY GROUP COMMUNICATIONS COORD CELL RULES OF ENGAGE COMM JOINT DISEASE CONT BD JOINT INFORMATION BUREAU MORALE, WELFARE, AND RECREATION MILITARY COORD CENTER JOPES CELL SECURITY ASSESSMENT TEAM SPECIAL OPS CELL JOINT MEDICAL CONT BD HEALTH SERV SPT BD JOINT VISITORS BUREAU INFORMATION MANAGEMENT CTR JULLS TEAM JOINT MORTUARY AFF BD JOINT CONTRACTING BD FUTURE PLANS JOINT AWARDS BOARD JOINT CAPTURED MATERIAL EXPLOIT CELL FUTURE OPERATIONS COMBAT OPERATIONS CENTER JOINT MOBILITY AND ENG BD TRNG READINESS COMM JOINT TERRAIN MANAGE BD LOGISTICS READINESS CENTER JOINT PETROLEUM BD JOINT LOG COORD BD JOINT HNS SPT BD This is a partial list of integrated cells taken from a briefing given by LTG Zinni, CG I MEF. He developed this list from his experience in combat and OOTW JTFs. As you can see, there’s a large requirement for personnel to participate in meetings. Now, look at your organization. Are there enough folks to provide multifunctional coverage for every one of these cells? The answer is probably no. However, if we develop a schedule and “deconflict” these meetings, if we use meeting management techniques to abide by the schedule, and if we share information across the staff we can meet the requirement to support each of these functions.

Liaison “They are crucial to success, and you have to pick your best people. They have to have the moxie to stand up in front of a two or four star general, and brief him on what their commander is thinking, their unit’s capabilities, and make their recommendations.” LTG Stiner, USA Cdr, JTF South, Operation Just Cause CJTF Liaison higher and lower Liaisons to JTF staff become key members of Integrated Cells More meetings than Bodies: Battle Rhythm Rank/Experience critical: Must be able to speak for the commander J1 J2 J3 J4 J5 J6 FUNCTIONAL STAFF FUNCTIONAL STAFF FUNCTIONAL STAFF FUNCTIONAL STAFF FUNCTIONAL STAFF FUNCTIONAL STAFF The liaison’s function is to monitor, coordinate, advise, and assist the command to which attached. (JP , pg. II-34) The CJTF must identify the requirement for liaison personnel and request them. The Liaison is a critical person. If the LNO is good, we can conduct collaborative planning. That is, when ideas and plans begin to gel on the JTF staff, the LNO communicates them to his parent organization. Then both headquarters can be working on the same issues at the same time. What we’re trying to do is produce the best plan in the shortest amount of time. LNOs ensure that we get inputs from subordinate headquarters, higher headquarters, and any other organization we deem necessary. This eliminates staffing problems farther down the line; the LNOs should have uncovered any significant problems and assisted the JTF in resolving the issue. A good LNO checklist can be found in JP , pg. II-36 LIAISON

Joint Task Force Focus “Unity of Command and Simplicity remain the key principles to be considered when designing a JTF command architecture.” Somalia Operations: Lessons Learned Jan 95, Page 61 Adding Unity of Effort to this quotation gives us our focus as we form the JTF. Unity of command, Simplicity; both concepts from the principles of war. The emphasis on the commander’s control is key. We need to ensure that the JTF is an extension of the commander, executing his requirements and vision. We are not creating a bureaucracy; we are forming a tool for the commander to use to achieve a desired end state. Finally, this quote links us to the Unified Action Armed Forces (JP 0-2); a linkage into Joint Doctrine. Joint Doctrine provides us the common language and systems to allow us to bring the capabilities of all services to bear on the problem. It is the unifying force which helps us achieve the commander’s goals.

Command Relationships
OPCON Authoritative direction for all Military Operations Organize and employ Commands and Forces Assign Command functions to subordinates Establish plans/requirements for intel activity Suspend/reassign subordinate commanders TACON Local direction and control of movements Typical in Functional Command structure The degree of control a subordinate commander within the JTF will exercise is determined by CJTF decisions on command relationship. Simply defined here. Operational control is significant authority on employment, positioning and administrative functioning of subordinate forces. Tactical Control is limited control. Commander can direct maneuvering and movements and tactical use of combat support assets. Common command relationship in a functional command (ie Land Component Commander)

“... there should be no mistaking the fact that the greatest obstacles to unity of command during UNOSOM II were imposed by the United States on itself command arrangements had effectively created a condition that allowed no one to set clear, unambiguous priorities in designing and executing a comprehensive force package.” This quote comes from the Somalia Lessons Learned handbook. This is what happens when the JTF doesn’t concentrate on the operational level of war; when we lose our focus and delve into matters which take our attention away from our primary mission. The folks involved in UNOSOM II were great people. They didn’t intend for this to happen. They were hamstrung by the way the JTF was formed; by people outside of the JTF setting priorities and force structure without the JTF’s input; by being able to come to grip with what exactly the JTF’s mission was; by a mission creep which continued to place new requirements on the organization Somalia Operations: Lessons Learned Jan 95, Page 60

Existing war plans assigned to Commandant, 14th Naval District, the sharing of joint supervisory control over the defense against air attack; working with the army to have their air defense guns emplaced; exercising supervisory control over navy shore based aircraft; and arranging through Commander, Patrol Wing 2 for coordination of the joint air effort. Prange, At Dawn We Slept

JTF Staff Organization
DEPUTY CJTF CHAP J6 JCCC SURGEON J1 JRC $ COMP $ LEGAL CHIEF OF STAFF J5 J2 JPG JISE So if we put the JTF organization on a piece of paper as we have just discussed, we end up with an organization that looks like this. This bubble chart or spider diagram depicts how a JTF really operates. This diagram is from JP , pg. xi. It is the basis for the JTF. As such, we’ll discuss each of these areas in detail JVB PUBLIC AFFAIRS JSRC J3 LRC JOC J4 JIB JMC CMOC JTCB RECOMMENDED

J-1 J-6 J-2 J-5 J-4 J-3 F2C2 Deputy CJTF Chief of Staff
Patient Movement Requirements Center Personal Staff Joint Communications Control Center Joint Blood Program Office Joint Reception Center Deputy CJTF J-1 J-6 Surgeon Chaplain Joint Interrogation Facility Joint Planning Group Joint Document Exploitation Center Legal Advisor Comptroller Chief of Staff J-2 F2C2 J-5 Joint Intelligence Support Element Captured Material Exploitation Center Joint Visitors Bureau Public Affairs National Support Team Joint Mortuary Affairs Office Joint Information Bureau back-up slide lifted from JT PUB Joint Search and Rescue Center J-4 J-3 Sub Area Petroleum Office Civil Military Operations Center Joint Movement Center Joint Operations Center Logistics Readiness Center Joint Targeting Coordination Board Facilities Utilization Board CJTF Determines Staff Relationship AS Required Recommended

JFACC ? “The JFC will normally designate a JFACC. The JFC will base the decision to designate a JFACC on several factors such as:” Mission Concept of Operations Tasks to Subordinate Units Forces Available Duration and Nature of Air Operations Desired Degree of Unity of C2 of Joint Air Ops Required This is an example of the thought process we need to go through as we develop our command and control structure. Normally, we will end up with a combination of service and functional components. To show an example of the integrated cells that may be found in the J3 area let’s discuss the Joint Air Operations Center. The JAOC is often confused with the JFACC What you have to remember, the JFACC is a commander. The JOAC is a facility. If the JFACC is stood up, the JOAC could work for him. If there is no JFACC, the JAOC would normally report to the JOC. JP , Pg II-2

JTF Organization Multinational Operations
“Nothing that I have ever been taught prepared me for the mental jump needed to go from being Chief of Operations in NATO army group to being Chief of Staff of a UN Operation, where I had to bring together the staff from ten different nations and staff the deployment in less than three weeks from the Security Resolution.” In this theater we will very rarely operate unilaterally. As such, we should be prepared to conduct multinational operations. As this quote says, these operations soon become complicated and may detract from our ability to accomplish the mission unless we are prepared for it. Major General R.A. Cordy-Simpson UKAR

“Integrated” Command Structure
MULTINATIONAL FORCE COMMANDER DMFC CARFOR CNAVFOR CAFFOR This is a command structure we may use if our goals, language and operating systems are compatible. A good example of this type of structure is how we normally operate with the Australians. US ARFOR Allied ARFOR US NAVFOR Allied NAVFOR US AFFOR Allied AFFOR When Used: Common Language, National Objectives, Good Interoperability

“Lead Nation” Command Structure
International Alliance Auth Combined CMD MULTINATIONAL FORCE COMMANDER Nat’l COCOM Allied Nat’l Cmd U.S. Unified Command If we have significant differences we will probably opt for this structure. A good example of this is DESERT STORM. Whatever the structure, we want to take the burden of integrating the allied force off the soldiers of the tactical forces if at all possible. Allied Nation Other Components Allied Nation Army Component U.S. Army Component U.S. Naval Component U.S. Air Force Component When Used: Significant Language or National Objective Differences or Poor Interoperability

Combatant Command (command authority) (COCOM) (Unique to Combatant Commander) Budget and PPBS input Assignment of subordinate commanders Relations with DOD agencies Convening of courts martial Exercising directive authority for logistics Authoritative direction for all military operations and joint training Organizes and employs commands and forces Assign command functions to subordinates Establishes plans and requirements for intelligence activity Suspend from duty subordinate commanders When OPCON is delegated When SUPPORT relationship is delegated Aids, assists, protects, or sustains another organization When TACON is delegated Locally directs and controls movements or maneuvers to accomplish mission A F S C JP017 Gd-g

JTF Lessons Learned...

Lessons Learned: Forming

Lessons Learned: Planning
“Master the mechanics & techniques; understand the art and profession; and be smart enough to know when to deviate from it.” GEN Zinni, CINCCENT “Leaders should use the military decision-making process to expedite or facilitate planning, but should not let it hinder their efforts to understand the complex issues that lay beneath the operation’s surface.” LTC D. Scalard, Military Review, 1998

Lessons Learned: Deploying

Lessons Learned: Employing
Deter… Fight to win...

Lessons Learned: Transition
Transition may occur between the JTF and another US command, with another military command (i.e. UN follow-on forces), with host nation forces, or to civilian control. Regardless, both commands must prepare for and coordinate the transition to ensure an orderly change of authority and responsibility.

Lessons Learned: Redeploying
Redeployment is essentially the reverse of deployment. Redeployment can begin at any point during JTF operations and planning should begin as soon as possible.

QUESTIONS? I’ve talked about what a JTF is, how we form a staff, what some C2 options are, and how we control through use of control measures. I’d be happy to take any questions at this time.

JOINT TASK FORCE TRAINING

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JOINT TASK FORCE TRAINING

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