FM 90-41MCRP 5-1.ANWP 5-02

AFTTP(I) 3-2.21

JTF LIAISONHANDBOOK

MULTISERVICE TACTICS,TECHNIQUES, AND PROCEDURES

FOR JOINT TASK FORCE (JTF)LIAISON OPERATIONS

AUGUST 1998

DISTRIBUTION RESTRICTION: Approvedfor public release; distribution is unlimited.

ARMY, MARINE CORPS, NAVY, AIR FORCE

AIR LAND SEAAPPLICATION

CENTER

MULTISERVICE TACTICS, TECHNIQUES, AND PROCEDURES

Report Documentation Page

Report Date 00 Aug 1998

Report Type N/A

Dates Covered (from... to) -

Title and Subtitle Multiservice Tactics, Techniques, and Procedures forJoint Task Force (JTF) Liaison Operations (JTF Liaison Handbook)

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Performing Organization Name(s) and Address(es) HQ TRADOC Attn: ATDO-A Fort Monroe Va 23651-5000

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Distribution/Availability Statement Approved for public release, distribution unlimited

Supplementary Notes The original document contains color images.

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Report Classification unclassified

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Number of Pages 56

FOREWORD

This publication has been prepared under our direction for use by our respectivecommands and other commands as appropriate.

WILLIAM W. HARTZOGGeneral, USACommanderTraining and Doctrine Command

J. E. RHODESLieutenant General, USMCCommanding GeneralMarine Corps Combat Development Command

G. S. HOLDERRear Admiral, USNCommanderNaval Doctrine Command

RONALD E. KEYSMajor General, USAFCommanderHeadquarters Air Force Doctrine Center

i

PREFACE

Marine Corps. The Marine Corps willincorporate the procedures in thispublication in US Marine Corps trainingand doctrinal publications as directed bythe commanding general, US Marine CorpsCombat Development Command (MCCDC).Distribution is in accordance with MCPDS.

Navy. The Navy will incorporate theseprocedures in US Navy training anddoctrinal publications as directed by thecommander, Navy Warfare DevelopmentCommand (NWDC). Distribution is inaccordance with MILSTRIP Desk Guideand NAVSOP Publication 409.

Air Force. Air Force units will validateand incorporate appropriate procedures inaccordance with applicable governingdirectives. Distribution is in accordancewith AFI 37-160.

5. User Information

a. The TRADOC-MCCDC-NWDC-AFDC Air Land Sea Application (ALSA)Center developed this publication with thejoint participation of the approving servicecommands. ALSA will review and updatethis publication as necessary.

b. This publication reflects currentjoint and service doctrine, command andcontrol (C2) organizations, facilities,personnel, responsibilities, andprocedures. Changes in service protocol,appropriately reflected in joint and servicepublications, will likewise be incorporatedin revisions to this document.

c. We encourage recommendedchanges for improving this publication.Key your comments to the specific page andparagraph and provide a rationale for eachrecommendation. Send comments andrecommendation directly to—

1. Scope

This publication describes liaisonfunctions and roles. It describes specificresponsibilities of the receivingorganization, sending organization, andliaison officer (LNO)/element. The primaryfocus of this publication is LNO exchangefrom a component to a joint task force (JTF)staff.

2. Purpose

The purpose of the techniques containedin this publication is to improve all phasesof JTF liaison operations. It will assistorganizations sending and receiving LNOs,as well as, “shallow” the LNO’s learningcurve during exercise and contingencyoperations.

3. Application

This publication is intended to providecommanders of combatant commands(CINCs), JTFs, services, and componentswith a single, consolidated handbook oftechniques for conducting liaisonoperations.

4. Implementation Plan

Participating service command officesof primary responsibility (OPRs) willreview this publication, validate theinformation, and reference and incorporateit in service manuals, regulations, andcurricula as follows:

Army. The Army will incorporate theprocedures in this publication in US Armytraining and doctrinal publications asdirected by the commander, US ArmyTraining and Doctrine Command(TRADOC). Distribution is in accordancewith DA Form 12-11E.

Marine Corps: PCN 1440004800Air Force Distribution: F

ii

Army

CommanderUS Army Training and Doctrine CommandATTN: ATDO-AFort Monroe VA 2365l-5000DSN 680-3153 COMM (757) 727-3153

Marine Corps

Commanding GeneralUS Marine Corps Combat Development CommandATTN: C423300 Russell RoadQuantico VA 22134-5021DSN 278-6234 COMM (703) 784-6234

Navy

Navy Warfare Development CommandATTN: N31540 Gilbert StNorfolk VA 23511-2785DSN 565-0563 COMM (757) 445-0563E-mail: ndcjoint@nctamslant.navy.mil

Air Force

Headquarters Air Force Doctrine CenterATTN: DJ216 Sweeney Blvd, Suite 109Langley AFB VA 23665-2722DSN 574-8091 COMM (757) 764-8091E-mail: afdc.dj@langley.af.mil

ALSA

ALSA CenterATTN: Director114 Andrews StreetLangley AFB VA 23665-2785DSN 574-5934 COMM (757) 764-5934E-mail : alsadirector@langley.af.mil

iii

FM 90-41MCRP 5-1.A

NWP 5-02AFTTP(I) 3-2.21

FM 90-41 US Army Training and Doctrine CommandFort Monroe, Virginia

MCRP 5-1.A Marine Corps Combat Development CommandQuantico, Virginia

NWP 5-02 Navy Warfare Development CommandNorfolk, Virginia

AFTTP(I) 3-2.21 Headquarters Air Force Doctrine CenterMaxwell Air Force Base, Alabama

26 August 1998

JTF LIAISON HANDBOOKMultiservice Tactics, Techniques, and Procedures

for Joint Task Force (JTF) Liaison Operations

TABLE OF CONTENTS

Page

EXECUTIVE SUMMARY ............................................................................................................ v

CHAPTER I LIAISON OFFICER FUNCTIONS AND ROLESBackground ................................................................................................. I-1Organization ............................................................................................... I-1LNO Functions ........................................................................................... I-3Liaison Roles .............................................................................................. I-4Advantages of LNOs .................................................................................. I-6Common Pitfalls ......................................................................................... I-7

CHAPTER II RECEIVING UNIT RESPONSIBILITIESBackground ................................................................................................ II-1Determining LNO Requirements ............................................................ II-1Submission of LNO Request .................................................................... II-2Support Requirements ............................................................................. II-3Communications ....................................................................................... II-3Joining Instructions ................................................................................. II-4Reception and Staff Integration .............................................................. II-4

iv

CHAPTER III SENDING ORGANIZATION RESPONSIBILITIESAND CONSIDERATIONSBackground ............................................................................................... III-1Defining the LNO Mission ...................................................................... III-1LNO Selection Consideration................................................................. III-2Preparing and Training the LNO........................................................... III-3LNO Support ............................................................................................ III-3

CHAPTER IV LIAISON OFFICER RESPONSIBILITIESBackground ............................................................................................... IV-1Before Deployment .................................................................................. IV-1Upon Arrival ............................................................................................. IV-2During Deployment ................................................................................. IV-2Redeployment ........................................................................................... IV-3

APPENDIX A LIAISON OFFICER ENCYCLOPEDIA ....................................................... A-1

APPENDIX B JOINT TASK FORCE LIAISON OFFICER EQUIPMENT LISTING ......... B-1

APPENDIX C LIAISON OFFICER JOINING INSTRUCTIONS ....................................... C-1

APPENDIX D JOINT TASK FORCE STAFF TRAINING .................................................. D-1

REFERENCES ....................................................................................................... References-1

GLOSSARY ................................................................................................................. Glossary-1

INDEX ................................................................................................................................ Index-1

FIGURES I-1 Possible Components in a Joint Force ......................................... I-2

v

EXECUTIVE SUMMARY

JTF LIAISON HANDBOOK

Multiservice Tactics, Techniques, and Proceduresfor Joint Task Force (JTF) Liaison Operations

Liaison Officers (LNOs)

LNOs facilitate the communication maintained between elements of a JTF to ensuremutual understanding and unity of purpose and action. Liaison is the most commonlyemployed technique for establishing and maintaining close, continuous, physicalcommunication between commands. Typically, LNOs are exchanged between higher, lower,and adjacent units. When working in a combined forces environment, liaison assignmentshould be reciprocal. Additionally, LNOs may be provided from government agencies,nongovernmental organizations (NGOs), international organizations (IOs), or privatevoluntary organizations (PVOs). The primary focus of this publication is LNO exchangefrom a component to a JTF staff.

LNO requirements are determined based on the command relationships establishedby the JTF commander and the anticipated support requirements necessary to accomplishthe assigned mission. The JTF commander has several options available for organizingforces. The JTF commander may decide to organize by service component, functionalcomponent, subordinate JTFs, or by a combination of these methods. Each of theseorganizational options has implications on LNO requirements to the JTF headquarters.

Functions

LNOs perform several critical functions that are consistent across the full range ofmilitary operations. The extent that these functions are performed is dependent on themission as well as the charter established by the sending organization commander. TheLNO has four basic functions: monitor, coordinate, advise, and assist.

a. Monitor: The LNO must monitor the operations of the JTF and the sendingorganization and understand how each affects the other. At a minimum, the LNO mustmonitor the current and planned operations, understand and monitor pertinent staff issues,and anticipate potential problems.

b. Coordinate: The understanding and procedures the LNO builds while monitoringthe situation helps facilitate the synchronization of the sending unit’s operations/futureplans with those of the JTF by coordinating the communication process.

c. Advise: The LNO is the JTF’s expert on the sending command’s capabilities andlimitations. The LNO must be able to advise the JTF commander and the staff on theoptimum use of the command they represent.

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d. Assist: The LNO must assist on two levels. First, the LNO must act as the conduitbetween the sending command and the JTF. Second, by integrating into the JTF andattending various boards, meetings, and planning sessions, the LNO can ensure that thosegroups make informed decisions.

Summary

LNOs are the personal and official representatives of the sending organizationcommander and are authorized direct face to face liaison with the JTF commander. Assuch, LNOs require the special confidence of the sending organization commander andthe JTF commander. LNOs remain in the chain of command of the sending organization.They are not staff augmentees or watch officers assigned to the joint operations center(JOC) and they are not viewed as full time planners. LNOs must retain the flexibility andfreedom of action required to perform the broader functions tasked by the sendingorganization’s commander.

Choosing, preparing, and properly dispatching the LNO/LNO team is critical to theireffectiveness. Commanders make a conscious tradeoff between extensive preparation ofthe LNO and expeditiously dispatching the LNO in order to begin coordination andinformation exchange. In all cases, the LNO and receiving headquarters should understandthe limits of the LNO’s authority, which is best specified in writing.

Since timing for dispatch is generally a sending commander’s decision, the receivingorganization must communicate any limitations or special requirements early so as topreclude potential problems. Early LNO/LNO team effectiveness results from a well-planned reception and rapid integration into the receiving staff.

LNOs are not a substitute for transmitting critical information through normalcommand and control (C2) channels. Likewise, LNOs are not a replacement for properstaff to staff coordination.

This publication provides the CINCs, JTFs, services, and components with a single,consolidated handbook to assist their efforts to place more qualified and better preparedliaison individuals/elements within a JTF. Additionally, this publication will “shallow”the LNO’s learning curve for exercises and operational contingencies.

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PROGRAM PARTICIPANTS

The following commands and agencies participated in the development of thispublication:

Joint

US Atlantic Command, JTASC, Suffolk, VA 23435US European Command, ECJ-5D, ECJ-37, APO AE 09128US CINCPAC, Camp H.M. Smith, HI 96816US Special Operations Command, MacDill AFB, Fl 33621-5323

Army

US Army Training and Doctrine Command, ATDO-A, Fort Monroe, VA 23651-5000XVIII Airborne Corps, FT Bragg, NC 28307USAJFKSWC, FT Bragg, NC 28307

Marine Corps

Standing Joint Task Force HQ, Camp Lejeune, NC 28542

Navy

NDC/N3, Norfolk, VA 23511-2785COMSECONDFLT, Norfolk, VA 23511COMSIXTHFLT, FPO AE 09501COMTHIRDFLT, Coronado, CA 96601-6001DEPUSNAVCENT, MacDill AFB, FL 35621-5105

Air Force

AFDC/DJ, Langley AFB, VA 23665-2722HQ 8th AF, Barksdale AFB, LA 71110HQ 12th AF, Davis Monthan AFB, AZ 85707

I-1

Chapter I

LIAISON OFFICER FUNCTIONS AND ROLES

“During Operation Just Cause, I had good, competent liaison officers; not just to keepme informed of what their respective units were doing but to convey to their units howthe battle was going. 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 briefhim what their commander is thinking, their unit’s capabilities, and makerecommendations.”

Lieutenant General C. W. Stiner Commander, Joint Task Force South

Operation Just Cause

1. Background

a. Liaison is the contact or intercom-munication maintained between elementsof military forces or other agencies toensure mutual understanding and unity ofpurpose and action. Liaison acts to reducethe inevitable friction between unitsthrough direct communications. Exchang-ing liaison officers (LNOs) is the mostcommonly employed technique forestablishing and maintaining close,continuous, and physical communicationbetween commands.

b. It should be noted that the NorthAtlantic Treaty Organization (NATO) hasan agreement for establishing liaison(NATO Standardization Agreement[STANAG] 2101). The aim of the agreementis to “standardize liaison procedures amongNATO forces participating in combinedand/or joint land, maritime, and amphibiousoperations.” Participating nations haveagreed to use the guidelines described inthe STANAG when providing and receivingLNOs. The scope of the STANAG coversprinciples; selection and military grade ofliaison personnel; procedures; com-munications; and administrative support.The STANAG also provides an examplechecklist for LNOs.

c. LNOs are typically exchangedbetween higher, lower, and adjacent units.The exchange of LNOs between UnitedStates (US) and coalition military organiza-tions should be reciprocal. Additionally,LNOs may be provided from and togovernment agencies, nongovernmentalorganizations (NGOs), internationalorganizations (IO), or private voluntaryorganizations (PVOs). Appendix A listsorganizations that may provide LNOs. Theprimary focus of this publication is LNOexchange from a component to a joint taskforce (JTF) staff.

2. Organization

Command relationships established bythe commander, joint task force (CJTF),along with support the CJTF believesnecessary for mission accomplishment,determine LNO requirements. Wargamingand synchronization/execution matrices areexcellent tools to assist the commander inidentifying special liaison requirements ormodifying LNO assignments throughoutthe operation.

a. The JTF commander has severaloptions available when organizing forces.The JTF commander may decide to

I-2

organize by service component, functionalcomponent, subordinate JTFs, or by acombination of these methods. Figure I-1depicts the various organizational optionsavailable. Regardless of the organization

method employed, the JTF will alwaysinclude service components that areresponsible for the training, equipping, andadministration of their respective forcesassigned to the JTF.

JOINT FORCE COMMANDER (JFC)

ARMYCOMPONENT

(ARFOR)

AIR FORCECOMPONENT

(AFFOR)

NAVYCOMPONENT

(NAVFOR)

MARINE CORPSCOMPONENT

(MARFOR)

ARMYFORCES

AIR FORCEFORCES

NAVYFORCES

MARINE CORPSFORCES

JOINT FORCELAND

COMPONENT

JOINT FORCEAIR

COMPONENT

JOINT FORCEMARITIME

COMPONENT

JOINT FORCESPECIAL OPSCOMPONENT

FORCES/CAPABILITY

MADE AVAILABLE

FORCES/CAPABILITY

MADE AVAILABLE

FORCES/CAPABILITY

MADE AVAILABLE

FORCES/CAPABILITY

MADE AVAILABLE

OPCON CMD RELATIONSHIPS DETERMINED BY JFC

NOTES:(1) A joint force contains service components (because of logistic and training responsibilities), even whenoperations are conducted through functional components.(2) Service and functional components are depicted; any mix of the above components can constitute a joint force.(3) There may also be a Coast Guard component in a joint force.(4) There may be additional functional components as determined by the JFC.

JOINT FORCE COMMANDER (JFC)

ARMYCOMPONENT

(ARFOR)

AIR FORCECOMPONENT

(AFFOR)

NAVYCOMPONENT

(NAVFOR)

MARINE CORPSCOMPONENT

(MARFOR)

ARMYFORCES

AIR FORCEFORCES

NAVYFORCES

MARINE CORPSFORCES

JOINT FORCELAND

COMPONENT

JOINT FORCEAIR

COMPONENT

JOINT FORCEMARITIME

COMPONENT

JOINT FORCESPECIAL OPSCOMPONENT

FORCES/CAPABILITY

MADE AVAILABLE

FORCES/CAPABILITY

MADE AVAILABLE

FORCES/CAPABILITY

MADE AVAILABLE

FORCES/CAPABILITY

MADE AVAILABLE

OPCON CMD RELATIONSHIPS DETERMINED BY JFC

Figure I-1. Possible Components in a Joint Force

I-3

b. If the JTF commander decides toorganize by functional components (forexample, joint force land componentcommander [JFLCC], joint force aircomponent commander [JFACC], jointforce maritime component commander[JFMCC]), the JTF commander willdetermine whether to exchange LNOs withboth the service and functional head-quarters. Additionally, the option exists forthe functional component headquarters toperform the service component role. Forexample, 8th Air Force may perform theJFACC and AFFOR responsibilities. Inthis example, despite the fact that the sameheadquarters is performing both roles, theresponsibilities are distinct and betterrepresented by separate LNOs.

c. Another functional option availableto the JTF commander is to organizeground forces consisting of Army andMarine units under a JFLCC. In thisoption, the JTF commander may desire asingle liaison team to represent the issuesand concerns of the JFLCC as a total force.In this case, one liaison technique is toinclude both an Army and Marine officeron the liaison team. The JFLCC willdesignate a “senior” LNO from the team tobe the official spokesperson for the JFLCC.These LNOs must be capable ofrepresenting the JFLCC as a single forceand addressing particular questions uniqueto their individual service. In this example,the combined Army and Marinerepresentation of the JFLCC functionalcomponent does not obviate the need forservice component liaison representationto address the training, administration, andlogistics issues of the service componentcommander.

3. LNO Functions

LNOs, whether individually or in teams,perform several critical functions that areconsistent across the full range of militaryoperations. The extent that these functionsare performed is dependent on the missionand the charter established by the sending

organization commander they represent. Asuccessful LNO performs four basicfunctions: monitor, coordinate, advise, andassist.

a. Monitor. The LNO must monitor theoperations of both the JTF and the sendingorganization and understand how eachaffects the other. As a minimum, the LNOmust know the current situation andplanned operations, understand pertinentstaff issues, and be sensitive to parentcommanders and the JTF commander’sdesires. Additionally, to lend insight to thesending commander, the LNO mustmonitor the “operating styles” of the JTFcommander and staff. These observationshelp the LNO maintain a smooth workingrelationship between the sendingorganization and the JTF headquarters.The LNO must possess the training andexperience to understand the JTF staffprocess. LNOs must routinely assess wherethey need to be during the daily operationscycle in order to stay abreast of the currentsituation and keep the sending organizationheadquarters fully informed.

b. Coordinate.

(1) The LNO facilitates synchroni-zation of current operations/future plansbetween the sending organization and theJTF. The LNO does this throughcoordination with other LNOs, members ofthe JTF staff, and the parent command.LNOs should routinely meet with staffofficers and commanders in the JTFheadquarters and readily know how tocontact them. To enhance the communica-tion process, the LNO can gather copies ofJTF standing operating procedures (SOP),organizational charts, and report formatsand send these to the LNO’s parentcommand. Likewise, the LNO can provideparent command SOPs, organizationalcharts, intelligence products, and otheruseful information to the JTF. Coordina-tion between staffs alleviates problemsbefore they become elevated to commandchannels. The LNO must anticipate JTF

I-4

information requirements. LNOs canprovide advanced warning of JTFinformation requirements to allow formaximum lead-time available to prepareproducts. In some cases, LNOs can providethe required information from sourcesalready available, thus reducing thedemands and tasks communicated to theirparent commands. To further assist theinformation flow between commands, theLNO should review message addresseesand distribution lists to ensure the properrouting of official correspondence betweencommands.

(2) An LNO is an important catalyst,facilitating effective coordination betweenstaffs. However, it’s important to realizethat an LNO’s work is not a substitute forproper JTF-component staff interaction.Staff-to-staff coordination will always beessential at all levels to ensure unity ofeffort. Similarly, established command andcontrol procedures (such as fragmentationorders [FRAGOs], warning orders[WARNORD], and alert orders[ALERTORD]) are the proper method forcommunicating specific orders andtaskings.

c. Advise. The LNO is the JTF’s experton the sending organization’s capabilitiesand limitations. The LNO must be availableto answer questions from the JTF staff andother units. As such, the LNO advises theJTF commander and staff on the optimumemployment of the sending organization’scapabilities. Simultaneously, the LNOadvises the sending commander on any JTFheadquarters issues. The LNOs mustalways remember they only have authorityto make decisions that the sendingorganization commander authorizes. LNOsmust exercise caution to ensure that theydo not obligate the sending organization totaskings that are beyond the specifiedcharter or should be forwarded throughnormal command and control (C2) channels.

d. Assist. The LNOs must assist on twolevels. First, they must act as the conduit

between their command and the JTF.Second, by integrating themselves into theJTF as a participant in the JTF dailyoperations cycle (the daily briefings/meetings sequence, sometimes referred toas the “battle rhythm”), the LNOs cananswer questions from various groups(Joint Targeting Coordination Board[JTCB], joint planning group [JPG],command group, etc.) to ensure that thosegroups make informed decisions. TheLNOs facilitate the submission of requiredreports from their unit to the JTF.

4. Liaison Roles

LNOs are the personal and officialrepresentative of the sending organizationcommander and should be authorized directface-to-face liaison with the JTFcommander. As such, LNOs require thespecial confidence of the sendingorganization and the JTF commanders.LNOs supporting a JTF headquarters canprovide a conduit of critical information tothe entire JTF staff. While it is importantthat the LNO is recognized as having theability to provide this wealth of informationto the staff, it is more important tounderstand that the LNO’s chain ofcommand is different from that ofaugmentees to the JTF staff. LNOs remainin the chain of command of the sendingorganization.

a. The four broad LNO functions(monitor, coordinate, advise, and assist)encompass activities that take place inmany of the staff directorates, agencies,boards, and cells that may be stood upwithin the JTF headquarters. Because oftheir broad functions, it is frequentlyassumed that LNOs fill a staff role withinthe JTF headquarters that is moreappropriately filled by augmentees in thecapacity of full-time planners or watchofficers within the joint operations center(JOC) or other staff directorates. This isnot to imply that LNOs are removed fromthe planning process or actions within theJOC. Common misconceptions about LNO

I-5

functions are summarized in the followingparagraphs:

(1) LNOs are not augmentees.Augmentees are individuals assigned to aspecific billet with various staffdirectorates, agencies, boards, or cells thatrequire specific skills or subject matterexpertise as identified by militaryoccupational specialty (MOS) and paygrade. Augmentees work for and fall withinthe chain of command of a particular staffdirectorate within the JTF staff.

(2) LNOs are not full-time planners.LNOs are often identified as “on-call”representatives to the JPG and called forwhen specific component or subject matterinput is required. Planning, however, is justone subset of the four functions performedby LNOs and should not dominate theLNO’s time or preclude accomplishment ofother LNO functions. Early in the formingprocess, planning may be the focus of effortwithin the JTF headquarters and may notunreasonably distract LNOs fromperforming their other functions. However,once in the execution phase, the LNO mustretain the flexibility and freedom of actionto accomplish other functions. The LNOshould not fill a staff billet better filled bya full-time planner. If the JPG or other staffdirectorate identifies the need for a full-time component, agency, or subject matterplanner, that requirement should beidentified separately within the JTFmanning document.

(3) LNOs are not watch officers.LNOs are frequently assigned a workspacewithin the JOC. The JOC is the logicallocation for LNOs to monitor the executionof JTF operations and coordinate with thenumerous other functional arearepresentatives. The JOC provides aconvenient area to obtain and disseminatethe vast amount of critical informationneeded to be passed between the sendingorganization and the JTF staff. Howeverthe LNO should not be expected to fulfillthe responsibilities of a full-time watch

officer within the JOC. For example, theMarine Corps forces (MARFOR) LNOshould not be dual-hatted as the full-timeamphibious operations watch officer, ifsuch a billet is required. Although the LNOmay use the JOC as the base of operations,LNO functions require an LNO presence inmany locations throughout the JTFheadquarters.

(4) LNOs are not a substitute fortransporting critical information throughnormal C2 channels. The fact that theLNOs have relayed information to theirrespective organizations does notrelinquish the JTF staff of theresponsibility to promulgate the sameinformation via normal and more formal C2means. For example, the OperationsDirectorate (J-3) tells the LNO that thecommencement time for a particular phaseof an operation is changing. The LNO inturn relays that information to the parentorganization. The J-3 still has theresponsibility to publish a timely FRAGOto formally disseminate that sameinformation.

(5) LNOs are not a replacement forproper staff to staff coordination. Asan example, if the JTF J-3 wants to ensurecoordinating instructions in a recentlyreleased FRAGO are clearly understood bya particular organization, then the J-3should communicate directly with theoperations officer or equivalent staffprincipal of that unit, rather than using theLNO as a middle man to relay theexpectations and interpretations of the twostaffs.

(6) LNOs are not a replacement foraugmentees or representatives.

(a) Liaisons represent thesending organization’s capabilities, plans,and concerns and normally remain at thereceiving headquarters. Because the LNOrepresents the sending commander, theLNO must understand how that commanderthinks; interpret the commander’s

I-6

messages; convey the commander’s vision;intent, mission, concept of operations, andguidance; and represent the commander’spositions. Liaisons are employed betweenhigher, lower, and adjacent formations.

(b) Augmentees work for thereceiving commander or staff and usuallyfill a requirement of the gainingorganization. They are externally sourcedand provide an indirect link to their sendingorganization. They have no commanddecision-making authority for the sendingunit.

(c) Representatives work for thesending organization and provide short-term, as required input into the planningprocess. They are a direct link to thesending unit commander and have limiteddecision-making authority for the sendingunit. Representatives are expected to besubject matter experts for the function theyrepresent.

b. The command role of the LNO is anessential bridge of C2 betweenheadquarters. LNOs are not a substitutefor normal C2 channels—they enhance theC2 process between headquarters. LNOsare not a substitute for normal staffcoordination—they facilitate effectivecoordination. The LNO can significantlyenhance communications between sendingand receiving organizations if the commandrole that the LNO assumes is clearlyunderstood by the commanders and staffsof both organizations.

5. Advantages of LNOs

When the LNO performs functionscorrectly, the JTF commander and thesending organization commander realizethe following advantages:

a. LNOs facilitate effective communica-tions. The classic LNO role is to representthe sending organization commander at theJTF headquarters. Also, resourceful LNOs

provide valuable liaison betweenindividual members of the JTF and sendingorganization staffs. From the simplestactions of identifying a sendingorganization's point of contact (POC) tobriefing the JTF staff on a componentoperation, a well prepared LNO makesthings happen.

b. LNOs gain valuable insights. Evenin today’s high tech communicationsculture of direct, point-to-point com-munications and video teleconferencing(VTC), a perceptive LNO is a valuable assetfor the sending organization commanderand JTF staff. The dynamics of humancommunication is not limited to voice andvideo. Oftentimes, the true slant on issuesis more clearly identified in sidebarcomments or in body language that does notcome across on the VTC cameras.

c. LNOs influence JTF staff planningand execution. An aggressive and capableLNO ensures sending organization’s directinvolvement in relevant JTF activities atthe highest levels. Involvement ensuresthat a unit is neither overtasked norunderutilized. When clearly articulated bya skilled LNO, the most realistic andoptimum uses of a sending organization’sresources are brought to the table at theearliest planning stages. As the operationcontinues, dedicated LNO participation inthe various JTF boards and agenciesensures continual sending organizationinvolvement in JTF planning andexecution.

d. LNOs often serve an essentialpolitical function. As a norm, the sensitivepolitical realities of coalition warfarerequire that LNOs be exchanged betweenheadquarters. Regardless of the perceivedoperational need, LNOs provide credibleevidence of national/coalition resolve insupporting JTF objectives. In many cases,such as during the Gulf War, the LNOswere paramount in keeping a fragilecoalition together.

I-7

6. Common Pitfalls

Common pitfalls associated with LNOfunctions and manpower constraints canhave negative implications. Some often-repeated examples include—

a. LNO positions involve manpowercosts. Staff drawdowns and personnelturnovers are a continual concern forcommanders at all levels. LNO teams addbut one more requirement to competingdemands for highly trained and competentindividuals. Too often the same types ofindividuals a commander needs tosupervise essential operations andplanning wind up being the sameindividuals best qualified for LNO duty.Commander involvement in prioritizingstaff manpower utilization is essential.

b. Sending the wrong LNO is generallycounterproductive. When an LNO lacks theessential mix of experience, rank,communicative skills, leadership, and

attitude, the results can be detrimental toboth commands. Ultimately, an LNO mustaccomplish the mission without interferingin the normal operation of the receivingheadquarters. Again, commander involve-ment is the key to ensuring that acompetent “ambassador” is identified torepresent the sending organization.

c. The size of the LNO team must fit theneeds. Given competing demands formanpower in the JTF and sendingorganization staffs, the general temptationis to send a small LNO team.Unfortunately, LNO teams that are notadequately manned to meet missiondemands or conduct sustained 24-houroperations are ineffective. High workloadsinevitably lead to diminished productivityand costly errors that affect missionaccomplishment. Conversely, an LNO teamthat is too large can place undue demandson available JTF headquarters’ workspace,communications infrastructure, and othersupport functions.

II-1

Chapter II

RECEIVING UNIT RESPONSIBILITIES

1. Background

The previous chapter introduced thefunctions and roles of LNOs. This chapter’spurpose is to recommend receivingcommand responsibilities for LNOselection and integration. The actionsrequired are presented chronologically.

2. Determining LNO Requirements

The receiving unit should first identifyand define requirements for LNOs/teams.

a. Defining LNO Requirements. Theremay be specific requirements or desires foran LNO or liaison team that mightinclude—

(1) Rank. The receiving unit mayspecify the rank desired based upon therank structure of the receiving unit ormultinational force (MNF) headquarters orthe level of responsibility and decision-making capability expected by the receivingcommander.

(2) Service. If appropriate, thereceiving unit may specify the servicedesired based upon the structure of thereceiving unit or MNF headquarters.

(3) Weapon System Specialty. Aspecific military operating specialty orweapon system expert may be specified.For example, if the receiving unit isplanning to conduct an air assault forcedentry, the receiving unit headquartersmight request an LNO who is an assaulthelicopter pilot.

(4) Experience. Specific experiencewithin a specialty may be desired. Forexample, if the receiving unit plans toconduct an airborne assault forced entry,

an LNO with prior JTF or theaterexperience or an airborne qualified LNOmay be required.

NOTE: The LNO represents the sendingorganization and should not be construed asonly a ready source of tactical levelinformation for the JTF. Although a weaponsystem specialty or specific operationalexperience might be helpful, and shouldcertainly be considered, the sendingorganization should send their best overallrepresentative.

b. Unique Administrative Require-ments. There may be unique administra-tive requirements identified by thereceiving unit. If the sending unit is unableto comply with specific requirements dueto time or resource constraints, theyshould notify the receiving unit as soon aspossible (ASAP). Some of these may be “no-go” criteria.

(1) Medical. Any unusual or uniquemedical requirements should be specified.These might include—

(a) Immunizations. Immuniza-tions above those normally required for thereceiving unit location (especiallyimportant if the receiving unit is planningto move forward or change locations duringthe operation).

(b) Dental. Dental facilities maynot be available and could have a bearingon selection/preparation of the LNOassigned to the receiving unit.

(2) Training Requirements. Anyunusual or unique training requirementsshould be identified and specified inreceiving unit’s joining instruction message(see Appendix C). These might include—

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(a) Force protection, land mineawareness, weapons qualification/familiarization, Global Command andControl System (GCCS), time-phased forceand deployment data (TPFDD), customsand courtesies, etc.

(b) In a multinational environ-ment, awareness of host-nation militarystructure and religious/ethnic/culturalsensitivities are important.

(3) Passport/Visa. Some locationsmay require passport and visarequirements even with the existence ofstatus of forces agreements (SOFAs). If so,it must be specified and include which typeis acceptable (official/civilian) before LNOdeployment.

(4) Country Clearances. Countryclearances (found in the Department ofDefense (DOD) Foreign Clearance Guide)are a routine staff action but continue to bea source of friction. In order to expeditethe process, ensure country clearancerequirements and procedures arepromulgated to the sending command.

(5) Interpreter Requirements. Lan-guage skills and the requirements forinterpreters are key needs in themultinational environment. Early identi-fication of these requirements andresolving LNO sourcing responsibility willavoid later surprises and confusion.

c. Uniform/Equipment Requirements.Geographic locations, weather conditions,and receiving unit headquarters/supportfacilities may dictate that LNOs bringspecific personal and duty related gear. Ifso, these requirements need to benegotiated between the gaining andsending commands and should bedesignated in joining instructions (seeAppendix B). This may include—

(1) Individual Equipment (CTA-50/mobility gear/deuce gear, individualweapon, etc.). LNOs may be required to

deploy with individual equipment toinclude weapon, chemical protective gear,or other mobility equipment. Conversely,if deploying to an embarked headquarters,there may not be a requirement for certainequipment and there might not be room tostore it.

(2) Communications (COMM)/Auto-mated Data Processing (ADP) Support(laptop computers, radios, secure telephoneunit [STU-III], satellite communications[SATCOM], facsimile [FAX], modem, etc.).The receiving unit should specify whatcommunications and automated dataprocessing equipment will be available foruse by the LNO. This allows the sendingorganization to tailor the COMM/ADPpackage it sends forward. Additionally, anylimitation such as bandwidth for VTCs, etc.,should be made known up front.

(3) Compatibility of Equipment/Software. The receiving unit should notifythe sending unit of hardware/softwareprotocols and standards.

(4) Basic Supplies (office, personalhygiene). The receiving unit should notifythe sending unit of the availability (or not)of basic supplies.

d. Security Clearance Requirements.Top secret/sensitive compartmentedinformation (TS/SCI) clearances may berequired but are not the norm in manysending units. Receiving units mustidentify security clearance requirements toall sending commands.

3. Submission of LNO Request

LNO manning is normally coordinatedby the theater commander’s Manpower andPersonnel Directorate (J-1). The JTFheadquarters will submit a consolidatedmanning document, usually in spreadsheetformat, that articulates the LNOrequirements discussed in paragraph 2. Itis essential that this document be specificin its content. After the command is

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identified by the theater commander J-1that is to supply the LNO, it isrecommended that for LNOs needingspecific qualifications, the J-1/G-1/N-1 of thesupplying activity be contacted to articulatethose requirements. If direct liaison isauthorized, a message detailing therequirements should be sent to eachcomponent supplying LNOs.

4. Support Requirements

The receiving organization should planto fully integrate the LNOs/LNO teams.

a. Billeting/Messing Requirements.Ensure billeting and messing arrangementsare made for the LNOs/LNO teams.

b. Manpower Limitations. Clearlyidentify any existing manning limitationsto the sending unit. For example, someUnited States Navy (USN) vessels havelimited female berthing or there may belimited workspace available.

c. Dedicate Workspaces for LNOTeams. Ensure sufficient workspaces areprovided for the LNOs/LNO teams.Considerations include—centrally locatingthe LNOs versus dispersing them intospecific receiving unit staff sections;sufficient space for the number of LNOpersonnel; access to adequate COMM/ADP/telephones/administrative supplies.

d. Provide Administrative/ServiceSupport. Ensure LNOs/LNO teams haveaccess to normal administrative supportand services to include—

(1) Postal.

(2) Legal.

(3) Chaplain.

(4) Security.

(5) Exchange/Commissary.

(6) Finance.

(7) Medical/Dental.

(8) Morale, Welfare, and Recreation(MWR).

e. Provide Publications/Documents forLNOs. Ensure LNOs/LNO teams haveaccess to sufficient publications/documentsto accomplish their mission. For example:

(1) Maps.

(2) Receiving unit SOPs.

(3) COMSEC to include receiving unitcommunications-electronics operatinginstructions (CEOIs).

(4) Doctrinal publications/referencematerials.

(5) Forms.

(6) JTF phone book.

(7) Building/area map.

(8) JTF command wiring diagram(with names and office symbols).

f. Equipment for Follow-on Movements/Deployments. Ensure the LNOs/LNOteams are adequately equipped for anyfollow-on movement or forward deploymentof the receiving unit headquarters.

5. Communications

The receiving unit should ensure thatthe LNOs/LNO teams have access toadequate communications facilities/equipment to accomplish their mission.

a. Establish Communications Require-ments. The receiving unit should plan forLNO communications requirements andinclude these requirements in the overallreceiving unit communication plan.

b. Provide Communications Capability.If possible, the receiving unit should

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provide the LNOs with adequatecommunications facilities and equipment tofulfill sending unit commander reportingrequirements. The receiving unit shouldidentify shortfalls in a timely fashion toenable the LNO to deploy with sufficientequipment to accomplish the mission. Ifthe LNO is from a non-US militaryorganization, there may be a requirementto install nonstandard communicationequipment in the receiving unit head-quarters. Provide arriving LNOs a layoutof the available JTF communicationsnetwork.

c. Establish Communication Connec-tivity with Sending Unit. Upon arrival,assist the LNO in establishing commun-ications with the sending unit.

d. Establish GCCS Access. If possibleand appropriate, ensure the LNO hasdedicated access to GCCS.

e. Establish Joint Worldwide Intel-ligence Communications System (JWICS)Access. If possible and appropriate, ensurethe LNO has JWICS access.

f. Establish Communications Iden-tifiers. Ensure the LNO is fully integratedinto the receiving unit communication planto include—

(1) Office symbols appropriate andadequate for the LNOs/LNO teams.

(2) Message plain language addressdirectory (PLADs) if required.

(3) Phone numbers to includepublishing LNO phone numbers in thereceiving unit headquarters telephonedirectory.

(4) Electronic-mail (e-mail) accountsfor all LNOs should be established andbasic operating instructions on anyreceiving unit e-mail system should beprovided.

6. Joining Instructions

The receiving unit must specify whereand when the LNOs can report and providebasic details on administrative or trainingrequirements. It should include as aminimum the following (Appendix Cprovides a sample joining instructionsmessage):

a. Reporting Time. The receiving com-mand should tell sending units the earliesttime LNOs may report. Actual reportingtime can be identified by any mutuallyagreed method. Some of the more commontimes include—by phase of the operation,on a specific date/time, or when a certaincritical event occurs.

b. Reporting Location. The receivingcommand should tell the sending unitwhere to send their LNOs. This might be aspecific geographic location, a streetaddress, a specific port of debarkation, arailhead/train station, geocoords, or merelythe name of the headquarters, if commonlyknown.

c. Unique Administrative/TrainingRequirements. The receiving commandshould delineate unique or unusualadministrative/training requirements.These might include any of the itemsdiscussed above.

7. Reception and Staff Integration

Absolutely critical to the successfulreception and integration of LNOs into theJTF headquarters is identifying a singlestaff POC. This staff POC should ensureLNOs understand the JTF’s operatingprocedures and the JFC’s expectations ofLNOs. Additionally, this single staff POCshould have a plan to quickly assimilate theLNOs into the JTF headquarters. Arecommended staff POC is the chief of staff(COS). The special role and functionsperformed by LNOs, as well as the accessthey require to the JFC, require thevisibility and oversight of someone in the

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command group. The COS is normally thesingle best POC to ensure the LNOs areintegrated into the staff and have the accessthey need to perform their functions. Thereception/integration plan should includethe following:

a. Situation Update. Brief arrivingLNOs on the current receiving unitsituation and mission with particularemphasis on any changes since the LNO’sdeparture from the sending unit.

b. Conduct Necessary Unit/IndividualTraining. Although it is the LNO’sresponsibility to complete all required/desired unit or individual training (forexample, marksmanship, communicationsfamiliarization) before departing from theparent organization, sometimes thattraining is not available due to schedulingor time constraints. If it is critical to thesuccess of the LNO, specified trainingshould be provided ASAP by the receivingorganization.

c. Issue/Train on Equipment. Issue anyrequired individual equipment that may beunique to the operational environment theLNO may be working in (for example,emergency escape breathing device, lifepreserver, etc.). Additionally, the JTFshould provide training on any technicalequipment that will be used to facilitate theinteraction between the LNOs and theirsending unit such as the commonoperational modeling, planning, andsimulation strategy (COMPASS).

d. Command Orientation. LNOs shouldbe given an orientation of the receivingcommand facility/location. On severaloccasions, this has been very effectivelydone by a videotape orientation followedby a walking tour. Subject areas mightinclude—

(1) Headquarters Area. A generaloverview of the headquarters.

(2) Billeting/Housing Area. Wherethe LNO will be quartered.

(3) Messing Area. Where the LNOwill be fed and the meal times.

(4) Medical/Dental Facilities.

(5) Transportation Arrangements.

(6) Security.

(7) Communications Facilities/Capa-bilities at the JTF.

e. Establish Access to Key Groups.Ensure the LNOs have access to thereceiving unit’s key command and staffgroups. An in-brief with the receiving unitcommander may be appropriate. Quicklyestablish the role of the LNO as a keyinformation conduit and facilitator. Ensurethat the command relationship/chain ofcommand between the LNO, the receivingunit, and the sending unit is clearlyunderstood by all concerned.

f. Identify Briefings/Meetings LNOShould Attend. Inform the LNO of thereceiving unit daily operational scheduleto facilitate the LNO’s ability to gather anddisseminate information. In addition, JTFstaff planners need to be sensitive to LNOworkloads when developing the operationsrhythm. In most cases, LNOs will be the“critical path” in synchronizing staffbriefings/meetings at the headquarters. Itis very easy for individual staff sections toschedule conflicting events that requireLNO participation. Ensure the LNOs knowwhich meetings, boards, and cells they areexpected to participate in (for example,JPG, JTCB, VTCs, etc.).

g. LNO Briefing Requirements. Informthe LNO of any requirement to speak atmeetings or briefings. Generally,preparation and presentation of detailedbriefings go beyond the scope of the LNO’smission. An exception would be a detailedbriefing concerning the capabilities andlimitations of the LNO’s parentorganization. If essential and agreed upon,the receiving unit should be prepared to

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assist the LNO with preparation of anyformal briefing (briefing slides, pointpapers, etc.).

h. Identify and Facilitate InformationReporting Procedures. Identify the timingof any required reports to and from theLNO. Assist the LNO in executing anyreporting requirements of the sendingcommand.

i. Include LNOs in Planning Process.Ensure the LNOs are used to representtheir sending organization during thecollaborative planning process. Recognizethat, due to the variety and range of hisduties, it will be unlikely that the LNOparticipate full-time in such organizationsas the JPG.

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Chapter III

SENDING ORGANIZATION RESPONSIBILITIESAND CONSIDERATIONS

“If you can fill these positions with proper officers . . . you might hope to have thefinest Army (force) in the world.”

General Robert E. Lee, 1863

1. Background

This chapter discusses the sendingorganization’s responsibilities and actionsfor an LNO/LNO team.

2. Defining the LNO Mission

a. Responsibilities.

(1) Chapter I listed broad LNOfunctions and roles. The sending organiza-tion reviews those functions and roles todetermine if they are sufficient and thenmodifies them as necessary. The sendingcommand briefs the LNO on specificresponsibilities and may formalize them inwriting.

(2) Any decision-making authoritygranted to the LNO by the sendingcommand should be specified. It may beuseful to document any decision-makingauthority in writing with a copy furnishedto the receiving command.

b. LNO Team Size and GradeStructure.

(1) The size of the LNO team mayvary from 1 person to more than 10. Themission will drive staffing requirements;however, other factors involved are—

(a) What are the criticalwarfighting functions the LNO team willneed to be involved in and cognizant of?

(b) Does the receiving commandhave berthing/billeting limitations?

(c) Does the receiving commandhave workspace limitations?

(d) Does the daily operationscycle of the receiving command require theLNO to attend multiple meetingssimultaneously?

(e) Will the LNO positionrequire 24-hour representation?

(f) Will the LNO need supportstaffing not provided by the receivingcommand (ADP, communications tech-nicians, administrative assistants)?

(g) Are interpreters or languageskills required?

(2) While grade structure of theLNO/LNO team is normally determined bythe sending organization, the senior LNOmust be senior enough to effectively dealwith the JTF headquarters staff principals.For most JTFs this is typically an O-6 orO-5. One technique is to select the seniorLNO equivalent in rank to the receivingunit’s G/J-3 or operations officer. It shouldbe noted that it is possible for the LNO tobe too senior (for example, an officer of flagrank might potentially disrupt staffinteraction). More important thanseniority, however, is the combination ofexperience and the special trust andconfidence the sending commander has in

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the LNO. The other consideration in thisregard is in coalition operations. To gainthe access to the commander and principalstaff of allied countries may require a moresenior officer than would normally beconsidered as necessary in strictly USoperations. In these situations, senioritytakes on more significance when assigningLNOs.

(3) Coordination between thesending and receiving commands isessential to ensure the LNO/LNO team isthe right size, right seniority, and capableof accomplishing the LNO mission.

c. Timing.

(1) When to send the LNO is afunction of several factors—

(a) Is the LNO needed in theinitial or crisis action planning phase?

(b) Will the entire LNO team beneeded through each phase of theoperation?

(c) When can the receivingcommand support the arrival of the LNO?

(2) As a general rule, the sooner theLNO/LNO team can be sent the better.This may allow familiarization with thereceiving command before criticaloperations occur. The timing decisionreflects a conscious tradeoff between abetter prepared LNO and one that arrivesat the receiving organization’sheadquarters early enough to impact theplanning/execution process and to facilitateinformation flow.

d. Where to Send LNOs.

Although this publication primarilydiscusses sending LNOs from thecomponents to the JTF staff, the conceptsalso apply to the exchange of LNOs betweencomponents. During the planning phase ofan operation, normally during thesynchronization of wargaming process,liaison requirements between components

and coalition partners will become moreself-evident. Generally, a supportingcommander should position an LNO at theheadquarters of a supported commander.

3. LNO Selection Consideration

a. Personal Skills. To increase anLNO’s effectiveness, the following personaltraits are desirable:

(1) Accomplished briefer—comfort-able/experienced briefing flag/generalofficers.

(2) Tactful in conveying reserva-tions or concerns from parent organization.

(3) Excellent interpersonal skills.

(4) Proactive in staff interaction.

(5) “Team Player”—capable ofmaintaining parent unit perspective whilesimultaneously integrating into the JTFstaff.

(6) Straightforward and honestwhen conveying information betweenparent and receiving headquarters.

b. Command/Commander Familiari-zation. The LNO should be intimatelyfamiliar with the sending organization. Asthe commander’s representative, the LNOshould have an awareness of thecommander’s thought process (thiscapability is usually derived from routineaccess to the commander) and completelycomprehend the commander’s intent.Additionally, an LNO must be familiar withthe sending command’s organization andstandard operating procedures in order tostreamline communications proceduresand expeditiously solve problems.

c. Joint Operational Experience.Although not an absolute requirement,LNOs in a JTF/MNF setting who have priorjoint/combined experience are normallymore effective.

d. Administrative Requirements. Thesending component must ensure selectedLNOs—

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(1) Possess proper securityclearance required at receivingorganization.

(2) Meet medical and immunizationrequirements for travel to the geographiclocation of the receiving organization.

(3) Obtain passport and countryclearances to meet travel requirementsspecified by the receiving organization.

e. Special Qualifications.

(1) To be more effective, an LNOsent to a unit of another nation may requireskills in the receiving unit’s language. Ifan LNO with the requisite language skillis not available, an interpreter may berequired. Sourcing of this interpretershould be addressed early and clearlyunderstood between sending and receivingorganizations.

(2) Other special skills couldinclude, but are not limited to, parachutistqualification, special weapons qualification,physician, etc.

4. Preparing and Training the LNO

a. Training Timelines.

Each component command mustanticipate the requirement to provide anLNO/LNO team to a potential JTFcommander. Preparing and training LNOsmust be viewed as a long-term investmentto ensure mission success in the event of acontingency. Two distinct trainingtimelines exist: long lead-time and shortlead-time.

(1) Long lead-time training consistsof formal professional military educationcourses supplemented by activeparticipation in JTF exercises. SeeAppendix D for a list of formal schools andexercises available for LNO development.

(2) Short lead-time preparationstarts when the sending organizationreceives notice that contingency planning

has started at the receiving organization.(The LNOs will typically participate as acomponent staff member during the initialor crisis action phase of planning beforedeployment.) Early and active participa-tion by the LNO during contingencyplanning enables the LNO to understandthe component commander’s thoughtprocess; learn and understand problems orchallenges of the staff functional areas; andprovides the LNO a broad base of currentexperience before assuming the LNOposition at the JTF headquarters/receivingcommand. A successful LNO mustthoroughly understand the issues andchallenges facing the commander and beable to successfully represent thecommander to the receiving headquarters’commander and staff. Careful selection andtraining of the LNO are in the best interestsof the sending unit commander.

b. Predeployment Preparation.

The LNO/LNO team may be required tobe listed in the TPFDD or integrated intothe receiving unit’s deployment plan.Predeployment medical/dental screening isgenerally required, to include medicalprophylaxis treatments (immunizations,malaria prophylactics, etc.). Issue ofequipment/weapons and requisite trainingor qualification on the issued items may berequired.

5. LNO Support

a. General.

In most cases, the following require-ments will be supported by the receivingorganization but the sending organizationshould ensure that all areas have beenaddressed before dispatching the LNO/LNO team:

(1) Billeting. This may be a criticalconsideration particularly when reportingon board ship. Rank and gender of theLNOs should be considered based onlimitations specified by the receivingorganization.

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(2) Rations. Messing procedures/availability should be addressed.

(3) Transportation. Details of botharrival and departure transportationshould be addressed.

(4) Follow-on Requirements. Equip-ment, training, or administrative supportinitially not anticipated nor required beforeLNO/LNO team deployment should benegotiated. Examples include uniformsand weapons for unanticipated follow-onmovement of the receiving organization.

b. Funding. In most cases funding willbe handled by the sending organization.Ensure funding details are clarified inwriting when practical.

c. Equipment. It is the responsibilityof the sending unit to dispatch the LNO/LNO team with the required organicadministrative and communicationsupport. Coordination with the receivingunit can ease the requirements, but as aguideline, the LNOs should consider thefollowing:

(1) Deploying with laptopcomputer(s) and portable printer(s) is agood idea, as many receiving headquartersmay not have equipment in excess of theirown requirements. The LNO must ensurethe computer software is compatible withboth sending and receiving headquarters.Computers and discs should be verifiedvirus free before deployment and anti-virussoftware installed for periodic scanning andvirus removal.

(2) While the receiving head-quarters may provide copier and messagingservice, this may not be the case if deployingto a multinational or allied headquartersor to a nonmilitary organization. Clarifyrequirements and availability beforedeployment.

(3) Access to e-Mail/SECRETInternet Protocol Router Network(SIPRNET)/GCCS may not be available.

(4) Secure telephone capabilitiesmay not be available. Clarify anyrequirement to deploy with a STU-III.

(5) Secure radio/SATCOM capabil-ity may not be available. Again, clarify anyrequirement for the LNO/LNO team todeploy with organic capability.

(6) Special uniforms, equipment, orweapons may be required. Conversely,such items may not be desired if deployingto an embarked headquarters or to acivilian agency.

(7) Copies of applicable publica-tions, directives, orders, handbooks,formats, and logs should accompany theLNO if their availability at the receivingorganization cannot be assured or the itemsare specific to the sending organization.

d. Coordination is Essential. Nothingcan replace close coordination betweensending and receiving organizations tovalidate requirements and clarifyexpectations.

e. Information Flow. In order to beeffective as a command representative, theLNO needs the macro-level picture from thesending organization. Too often thesending organization’s staff sendsvoluminous branch plans, concept ofoperations (CONOPS), or complexbriefings. The heavy detail work should beaccomplished by direct staff-to-staffcommunications. Furthermore, the highworkload at the JTF headquarters does notgive even the best LNOs time to sift throughextensive briefing slides to grasp the mostrelevant issues. One proven technique isto screen the LNO briefing slides as part ofthe sending organization commander’sdaily update.

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Chapter IV

LIAISON OFFICER RESPONSIBILITIES

1. Background

Maintaining an effective liaison is theresponsibility of all concerned. Previouschapters outlined those responsibilitiesassociated with the cognizant sending andreceiving organizations. This chapteraddresses the specific responsibilities ofthe LNOs. The chapter is divided into fourmajor sections: LNO responsibilities beforedeployment; LNO responsibilities uponarrival at the receiving organization; LNOresponsibilities during the actualoperation, and finally; LNO responsibilitiesassociated with redeployment.

2. Before Deployment

Before the LNO’s arrival at the JTFheadquarters, preparation and coordina-tion activities are key to mission success.The LNO must be an integral part of theplanning process and fully understand thesending organization commander’s intent.Before deployment the LNO should—

a. Completely understand the missionas an LNO, the commander’s expectations,specific responsibilities to the sending andreceiving organizations, and the commandrelationship that will exist between thesending and receiving organizations, aswell as other major commands participatingin the operation.

b. Become familiar with potentialissues of your sending command, includingspecific issues and informationrequirements from each staff section.

c. Know the current situation of thesending organization to include the sendingorganization commander’s intent,commander’s critical information

requirements (CCIR), TPFDD issues, andcommander’s CONOPS.

d. Make contact with receivingorganization headquarters to determineany special requirements to includeequipment, operations security (OPSEC)applicable to the mission, arrangements forcommunications and transportation,credentials for identification, appropriatesecurity clearances/documents, and anypeculiar requirements (language,interpreter, customs, etc.) associated withcoalition units, if applicable. Receivingunit may or may not publish joininginstructions.

e. Understand communications con-nectivity and software requirements.

f. Become familiar with thecapabilities, employment doctrine, andoperational procedures of the sending andreceiving organizations. Complete detailedinformation on the operationalenvironment as well as backgroundinformation on the receiving organizationis critical to success.

g. LNOs, if assigned to an alliedheadquarters, must become familiar withthat nation’s customs as well as thepeculiarities of the allied headquarters.Additionally, when working in amultinational headquarters, the LNO musthave clear understanding of alliance orinternational agreements that govern theparticipation of allied forces in theoperation.

h. Prepare a command specificcapabilities/limitations briefing (forexample, unit locations, combat readinessfactors, personnel strengths, logisticsconsiderations, map overlays, etc.) for

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presentation to the JTF commander andJTF staff.

3. Upon Arrival

Upon arrival, the LNO in-processes andverifies the concept of operations with theJTF commander/staff. The LNO integrateswith the JTF staff and begins to performduties as required. Specific responsibilitiesinclude—

a. Reporting to the JTF commanderand staff principal who has cognizance overliaison personnel (that is, deputycommander, joint task force [DCJTF], COS,or J-3).

b. Collecting and reviewing appro-priate JTF SOPs.

c. Quickly establishing rapport withthe JTF commander and staff. Identifyingand addressing issues between sending andreceiving organizations evident uponarrival to appropriate staff directorates.

d. Reviewing support arrangements.

e. Identifying necessary daily/specialbriefings to attend and establishingschedule for reporting information andsituation updates between sending andreceiving organizations.

f. Being prepared to brief the JTFcommander/staff on the sending organ-ization’s capabilities and limitations andpresent unit locations.

g. Establishing communications withsending organization and providingreliable primary and alternate phonenumbers of where you can be reached 24hours a day.

4. During Deployment

The LNO must maintain effectiverapport with the JTF commander and staffwithout assuming the perspective of theJTF commander and staff. The successful

LNO will understand the expectations ofthe sending and receiving organizations, beproactive, and only ask for neededinformation. Specific responsibilitiesinclude—

a. Determining how sending organiza-tion will be employed (for example, mission,unit location, future locations, futureoperations, commander’s intent, etc.) andreporting on all matters within the scopeof the mission at hand. In order to carryout this function, the LNO must be keptinformed of the parent organization’ssituation and make that informationavailable to the JTF staff. Accuracy iscritical. This proactive atmosphere isespecially critical for LNOs of attached orsupporting units.

b. Periodically reporting to sendingorganization, providing any informationdeemed appropriate (for example, debriefdaily meetings attended, summarize JTFplanning effort with respect to sendingorganization, provide recommendations tosending organization, etc.).

c. Maintaining an accurate journal ofall situation reports (SITREPs) submitted,actions taken, and information receivedfrom or sent to the sending command.

d. Reporting immediately to thesending organization if unable toaccomplish the liaison mission. If possible,providing a recommendation of how theadverse situation can be rectified.

e. Ensuring the LNO’s location at theJTF headquarters is known at all times. Forexample, ensuring the JOC duty officer iskept informed of all daily activities.

f. Representing the sending organiza-tion in JTF staff meetings, commander’supdates, and intelligence updates. Beingprepared to offer recommendations andcomments on developing plans or coursesof action as they apply to sending orsupporting units.

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g. Being prepared to brief the currentstatus of sending organization at the JTFcommander’s daily updates and otherappropriate planning group meetings, asrequired.

h. Maintaining a comprehensive POClisting of both JTF headquarters’ staff andother pertinent commands. At a minimum,the POC listing should include the namesof key personnel, their positions on thestaff, and the best means of making contact.

i. Maintaining continuous situationalawareness of the JTF planning andexecution cycles in order to ensure thesending organization is properly employed.The LNO must keep abreast of allsignificant problems experienced by thesending organization that could affectoperations of other commands and viceversa. Ensuring this information isconveyed to the appropriate JTF staffpersonnel and providing recommendationsto optimize the employment of the sendingorganization.

j. Offering clear, concise, and accurateinformation and recommendations in atimely manner to JTF staff and sendingorganization. The LNO should alwaysask—

(1) Does my unit know?

(2) Will we have a need for it?

(3) Is it important to mycommander?

(4) Who else needs to know?

(5) Is this an appropriate missionfor my unit?

(6) Does it support the overallplan?

(7) Is it operationally feasible formy unit?

(8) Are the required resourcesavailable to execute?

5. Redeployment

At the completion of the liaison tour,the LNO will be expected to execute thefollowing responsibilities:

a. Prepare equipment and other itemsfor shipment, ensuring all classifiedmaterial is properly destroyed ortransferred to the sending organization.Complete the appropriate JTF checkoutprocedure. If the LNO is being replaced,schedule appropriate in-briefs for theincoming LNO and ensure a comprehensiveturnover package is prepared anddelivered.

b. Outbrief with JTF commander andother members of the headquarters staff asappropriate. This outbrief should include,but not be limited to, evaluation of LNO’semployment during the deploymentperiod; feedback on the flow of information,both into and out of the organization; self-evaluation of LNO’s contribution to the JTFstaff and identification of any remaining,unresolved issues or sending organization’srequirements.

c. Construct an in-depth after-actionreport (AAR) that summarizes thedeployment regarding the LNO’sresponsibilities that were previously noted.This report should also contain acomprehensive listing of deploymentlessons learned. The LNO is alsoresponsible to interface with the JTF COSto develop specific lessons learned that areinputted into the joint after-action report(JAAR) for the exercise or operation.

d. Report to sending commander uponreturn and backbrief on complete LNOmission. The LNO should promptlytransmit any requests from the JTFcommander and forward the AAR forreview.

A-1

Appendix A

LIAISON OFFICER ENCYCLOPEDIA

1. Background

This appendix provides a listing and brief explanation of the organizations that mayexchange LNOs. Also, references are provided from which greater detail may be obtained.

2. LNOs to JTF Headquarters from US Military Organizations

The following organizations may provide LNOs to a JTF headquarters:

a. Army Forces (ARFOR) - Service component command consisting of US Army forces.See Joint Pub 3-33, Joint Force Capabilities.

b. Marine Corps Forces (MARFOR) - Service component command consisting of USMarine Corps forces. See Joint Pub 3-33.

c. Air Force Forces (AFFOR) - Service component command consisting of US Air Forceforces. See Joint Pub 3-33.

d. Navy Forces (NAVFOR) - Service component command consisting of US Navy forces.See Joint Pub 3-33.

e. Coast Guard Forces (CGFOR) - Service component command consisting of US CoastGuard forces. See Joint Pub 3-33.

f. Joint Force Air Component Commander (JFACC) - Functional component commandthat may be appointed by the JTF commander to plan, direct, and control joint airoperations. See Joint Pub 3-56.1, Command and Control for Joint Air Operations.

g. Joint Force Land Component Commander (JFLCC) - Functional componentcommand that may be appointed by the JTF commander to plan, direct, and control jointland operations. See Joint Pub 3-0, Doctrine for Joint Operations.

h. Joint Force Maritime Component Commander (JFMCC) - Functional componentcommand that may be appointed by the JTF commander to plan, direct, and control jointmaritime operations. See Joint Pub 3-0.

i. Joint Special Operations Task Force (JSOTF) - A joint task force composed of specialoperations units from more than one service formed to carry out a specific special operationor prosecute special operations in support of a theater campaign or other operations. Thejoint special operations task force may have conventional nonspecial operations unitsassigned or attached to support the conduct of specific missions.

j. Joint Force Special Operations Component Commander (JFSOCC) - The JFSOCCmay provide a special operations command and control element (SOCCE) to integratespecial operations—less psychological operations and civil affairs—with land or maritimeoperations. See Joint Pub 3-05, Doctrine for Joint Special Operations.

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k. Joint Psychological Operations Task Force (JPOTF) - A JPOTF is composed ofpsychological operations (PSYOP) units which may be formed to coordinate the operationsof PSYOP units from more than one service. See Joint Pub 3-53, Doctrine for JointPsychological Operations.

l. Joint Civil-Military Operations Task Force (JCMOTF) - A JCMOTF is composed ofcivilian and military elements from more than one service or US agency formed to performcivil-military operations in support of a JTF. See Joint Pub 3-07.6, JTTP for ForeignHumanitarian Assistance, and Joint Pub 3-57, Doctrine for Joint Civil Affairs.

m. Civil Military Operations Center (CMOC) - To integrate and harmonize the variouspolitical, humanitarian, and military aspects of a mission, the JTF commander may establisha CMOC. Supported largely by the JCMOTF, the CMOC is the on-ground nerve center forcivil-military operations interface with all non-DOD US government agencies, NGOs,PVOs, and other government agency counterparts. See Joint Pub 3-07.6.

n. Humanitarian Assistance Survey Team (HAST) - The CINC may organize and deploya HAST to acquire information required for operation plan development. The HAST mayalso provide liaison to newly formed JTF. See Joint Pub 3-07.6.

o. Transportation Command (TRANSCOM) - Functional CINC with responsibilitiesfor strategic land, sea, and air transportation. See the 4-0 series of joint publications.

p. Strategic Command (STRATCOM) - Functional CINC with responsibilities forstrategic nuclear deterrence. See Joint Pub 3-12, Doctrine for Joint Nuclear Operations.

q. Space Command (SPACECOM) - Functional CINC with responsibilities for DODspace operations. May provide Joint Space Support Teams (JSSTs) to the JTF. See JointPub 3-14, Joint Doctrine and Tactics, Techniques, and Procedures for Space Operations.

r. Defense Intelligence Agency (DIA) - Support personnel from the DIA usually comeas members of the National Intelligence Support Team (NIST). See Joint Pub 2-01, JointIntelligence Support to Military Operations.

s. Defense Logistics Agency (DLA) - DOD agency for worldwide logistic support tothe CINCs and services. See Joint Pub 4-0, Doctrine for Logistics Support of Joint Operations.

t. Defense Information Systems Agency (DISA) - DOD agency for support to command,control, communications, and computer support to the CINCs and services. See Joint Pub6-0, Doctrine for Command, Control, Communications, and Computer (C4) Systems Supportto Joint Operations, and Joint Pub 6-02, Joint Doctrine for Operational/Tactical Command,Control, Communications, and Computer (C4) Systems.

u. National Imagery and Mapping Agency (NIMA) (old Defense Mapping Agency) -DOD agency responsible for providing mapping, charting, and geodesy (MC and G) support.See Joint Pub 2-01.

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v. Joint Command and Control Warfare Center (JC2WC) - DOD center responsible tosupport information operations/information warfare/command and control warfareoperations. It may provide an Information Warfare Support Team to a JTF. See Joint Pub3-13, Joint Doctrine for Information Operations, and Joint Pub 3-13.1, Joint Doctrine forCommand and Control Warfare (C2W).

w. Other JTFs - According to joint doctrine, JTFs may be organized as subordinate toanother JTF. LNOs could be provided between JTFs.

3. LNOs to JTF Headquarters from Multinational and Foreign MilitaryOrganizations

a. Multinational Military Organizations - Organizations such as North Atlantic TreatyOrganization (NATO) can provide LNOs to a JTF. See Joint Pub 3-16, Joint Doctrine forMultinational Operations, and Joint Pub 3-08 (Volumes I and II), Interagency CoordinationDuring Joint Operations.

b. Multinational Civilian Organizations - Organizations such as the United Nations(UN) can provide LNOs to a JTF. See Joint Pub 3-16 and Joint Pub 3-08 (Volumes I and II).

c. Host Countries - Countries that are hosting the military operation may provideboth civilian and military LNOs to a JTF. See Joint Pub 3-57.

d. Foreign Militaries - LNOs or observers may be provided by other foreign militaryorganization not directly involved in the operation. See Joint Pub 3-16.

4. LNOs to JTF Headquarters from Other US Government Organizations

Liaison with other US Government organizations will vary greatly in JTF operations.Depending on the mission and location of the JTF, the following organizations may provideLNOs. More detailed descriptions concerning these organizations may be found in JointPub 3-08.

a. US Department of Agriculture (USDA) - For field coordination, most contact withUSDA organizations will be with the Foreign Agricultural Service (FAS) agriculturalcounselor or attaché or the FAS/International Cooperation and Development (ICD)Program. See Joint Pub 3-08 (Volume II), Annex A to Appendix A.

b. Department of Energy (DOE) - Elements of the DOE are specifically organized,trained, and equipped to cope with all forms of nuclear accidents and incidents, includingthose that may be associated with terrorist activity. This wide range of capabilities isgrouped under the DOE Emergency Response Program. See Joint Pub 3-08 (Volume II),Annex D to Appendix A.

c. Department of Commerce (DOC) - The most relevant DOC organization to militaryoperations is the National Oceanic and Atmospheric Administration (NOAA). NOAAconducts research, makes predictions, and gathers data about the environment through

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six functional divisions and a system of special program units, regional field offices, dataor administrative support centers, and laboratories. See Joint Pub 3-08 (Volume II), AnnexB to Appendix A.

d. Department of Justice (DOJ) - The following agencies may provide LNOs from theDOJ to a JTF. See Joint Pub 3-08 (Volume II), Annex E to Appendix A for more detailedinformation.

(1) Drug Enforcement Agency (DEA).

(2) Immigration and Naturalization Service (INS) with its subordinate US BorderPatrol (USBP).

(3) Federal Bureau of Investigation (FBI).

(4) US Marshals Service (USMS).

(5) International Criminal Investigative Training Assistance Program (ICITAP).

e. Department of State (DOS) - The DOS’s headquarters provides political guidanceto the Department, to the United States Agency for International Development (USAID),to the US Information Agency, which is known overseas as the US Information Service,and to the Arms Control and Disarmament Agency. USAID’s Office of Foreign DisasterAssistance (OFDA) has developed a response capability called the Disaster AssistanceResponse Team (DART) as a method of providing rapid response assistance to internationaldisasters. A DART provides specialists trained in a variety of disaster relief skills toassist US embassies and USAID missions with the management of the USG response tointernational disasters. See Joint Pub 3-08 (Volume II), Annex F to Appendix A for moredetailed information.

f. Department of Transportation (DOT) - DOT has the following agencies that canprovide LNOs and support to a JTF. See Joint Pub 3-08 (Volume II), Annex E to AppendixA for more detailed information.

(1) US Coast Guard (USCG).

(2) Federal Aviation Administration (FAA).

g. Treasury Department (TREAS) - TREAS has the following agencies that can provideLNOs and support to a JTF. See Joint Pub 3-08 (Volume II), Annex H to Appendix A formore detailed information.

(1) Bureau of Alcohol, Tobacco, and Firearms (ATF).

(2) US Customs Service (USCS).

h. US USAID/OFDA - The OFDA developed DART provides specialist trained in avariety of disaster relief skills to assist US embassies and USAID missions with themanagement of the US government’s rapid response to international disasters.

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i. Federal Emergency Management Agency (FEMA) - Develops and coordinatesnational policy and programs and facilitates delivery of effective emergency managementduring all phases of national security and catastrophic emergencies.

j. Peace Corps - The Peace Corps is an independent Federal agency committed tomeeting the basic needs of those living in the countries in which it operates. The PeaceCorps coordinates its efforts with NGOs and PVOs that also receive support from the USgovernment.

k. US Information Agency (USIA) - An independent foreign affairs agency within theExecutive Branch responsible for the US government’s overseas information, cultural,and educational exchange programs. USIA tracks foreign media coverage of issues of USnational interest and advises on foreign public opinion. USIA can assist in publicizing USmilitary and civilian achievements in a given foreign country.

5. LNOs to the JTF from NGOs/PVOs

This paragraph provides a summary of NGO, PVOs, and references to more detailedinformation in other publications. Representatives (LNOs) of these organizations willnormally coordinate requirements through either a Humanitarian Operations Center(HOC) or a CMOC.

a. Interaction’s Geographical Index of NGOs and PVOs - Annex A to Appendix B ofJoint Pub 3-08 provides Interaction’s listing NGOs/PVOs by regions and countries.

b. NGOs - A transnational organization of private citizens that maintains a consultativestatus with the Economic and Social Council of the UN. NGOs may be professionalorganizations, foundations, multinational businesses, or simply groups with a commoninterest in humanitarian assistance activities. NGO is a term normally used by non-USorganizations. Annexes B-F of Appendix B to Joint Pub 3-08 provides summaries of thevarious NGOs.

c. PVOs - A nonprofit humanitarian assistance organization involved in developmentand relief activities. PVOs are normally US-based. PVO is often used synonymously withthe term NGO. Annexes G-U of Appendix B to Joint Pub 3-08 provides summaries of thevarious NGOs.

6. LNOs to the JTF from International Organizations

NOTE: Refer to JP 3-08 for more complete descriptions.

a. NATO.

b. International Committee of the Red Cross (ICRC).

c. International Federation of Red Cross (IFRC) and Red Crescent Societies.

d. International Red Cross and Red Crescent Movement.

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e. UN.

f. UN Children’s Fund (UNICEF).

g. UN Food and Agriculture Organization (FAO).

h. UN High Commissioner for Refugees (UNHCR).

i. UN World Food Programme (WFP).

j. UN World Health Organization (WHO).

7. LNOs Exchanged Within the JTF’s Components/Offices and Centers

a. To the JFACC. (See Joint Pub 3-56.1 for more information.)

(1) Battlefield Coordination Element (BCE) - The ARFOR's representatives withinthe JFACC.

(2) Naval and Amphibious Liaison Element (NALE) - The NAVFOR’srepresentatives within the JFACC.

(3) Marine Liaison Officer (MARLO) - MARFOR’s representatives to the JFACC.

(4) Air Force Liaison Element (AFLE) - AFFOR’s representatives to the JFACC.

(5) Special Operations Liaison Element (SOLE) - JSOCC’s representatives to theJFACC.

(6) Air Mobility Element (AME) - TRANSCOM’s representatives to the JFACC.

(7) Director of Mobility Forces (DIRMOBFOR) - Normally a senior officer who isfamiliar with the area of responsibility or joint operations area and possesses an extensivebackground in airlift operations. When established, the director of mobility forces servesas the designated agent for all airlift issues in the area of responsibility or joint operationsarea and for other duties as directed. The director of mobility forces exercises coordinatingauthority between the airlift coordination cell, the air mobility element, the tanker airliftcontrol center, the joint movement center, and the air operations center in order to expeditethe resolution of airlift problems. The director of mobility forces may be sourced from thetheater’s organizations, United States Transportation Command, or United States AtlanticCommand.

(8) Strategic Liaison Team (STRATLAT). STRATCOM’s representatives to theJFACC.

(9) Space Liaison Officer (SLO). SPACECOM’s representatives to the JFACC.

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(10) Tomahawk Land Attack Missile Liaison Element (TLE) - The Tomahawk LandAttack Missile (TLAM) is integrated with JFACC planning and operations via the TLE.The TLE is trained and provided by the theater Naval Component Commander (NCC).The TLE interacts with both Combat Plans and Combat Operations and is functionallylocated on the border between Plans and Ops in a manner similar to other componentliaison elements. The TLE is the central liaison point of contact for all aspects of TLAMemployment at the JFACC. Integration begins during the earliest strategic planning;continues through Master Air Attack Plan (MAAP) development, ATO production, andstrike execution; and concludes with BDA analysis and restrikes. The TLE is manned byapproximately nine NCC liaison officers and personnel with the training and experiencenecessary to support TLAM including strike and mission planning, database management,and familiarity with NCC organization and procedures. In addition to manning, the NCCwill provide TLAM unique support requirements such as Mission Distribution System(MDS), Electronic Tomahawk Planning Package (ETEPP), Computer and TomahawkCommand Information Net (TCINet).

(11) Other Service and Functional Component/JTF LNOs.

b. To the ARFOR.

(1) Air Liaison Officer (ALO).

(2) Tactical Airlift Liaison Officer (TALO).

(3) Air and Naval Gunfire Liaison Company (ANGLICO) Teams.*

(4) Other Service and Functional Component/JTF LNOs.

c. To the MARFOR.

(1) Air Mobility Command LNO - Like TALO, but to USMC.

(2) Other Service and Functional/JTF Component LNOs.

d. To the AFFOR.

Other Service and Functional Component/JTF LNOs.

e. To the NAVFOR.

Other Service and Functional Component/JTF LNOs.

f. To the CGFOR.

(1) Other Service and Functional Component/JTF LNOs.

(2) ANGLICO Teams.

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g. To the JSOTF.

(1) ANGLICO Teams.

(2) Other Service and Functional Component/JTF LNOs.

h. To a Joint Search and Rescue Center (JSRC).

Service and Functional Component/JTF LNOs.

i. To a CMOC.

Service and Functional Component/JTF LNOs.

*Air/naval gunfire liaison companies (ANGLICOs) are scheduled for deactivation in FY98 and 99. The Marine Corps is establishing a Marine liaison group to provide interfacewith foreign militaries—an ANGLICO function

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Appendix B

JOINT TASK FORCE LIAISON OFFICER EQUIPMENT LISTING

CAT ITEMSENDING UNITRESPONSIBILITY

RECEIVING UNITRESPONSIBILITY REMARKS

ADMIN CLASSIFIED COPIER(S) NORMALLY, PROVIDE ACCESS EITHERADMIN CLASSIFIED FACSIMILIE(S) NORMALLY, PROVIDE ACCESS EITHERADMIN CLASSIFIED SHREDDER/BURN FACILITY NORMALLY, PROVIDE ACCESSADMIN CLASSIFIED STORAGE/SAFE(S) NORMALLY, PROVIDE ACCESS EITHERADMIN CLASSIFIED TRASH RECEPTACLE(S) NORMALLY, PROVIDE ACCESSADMIN COMPUTER SOFTWARE ANTI-VIRUS PACKAGE NORMALLY OPTIMALLY, NEEDS TO BE

COMPATIBLE WITH BOTH SENDINGAND RECEIVING UNITS, JTF COMMSTAFF SETS STANDARD

ADMIN COMPUTER SOFTWARE PACKAGE - AS REQUIRED,CONSIDER NEED FOR SCHEDULE, WORD PROCESSING,USMTF MESSAGE PREPARATION, GRAPHICS/SLIDE,DATABASE/SPREADSHEET CAPABILITIES

NORMALLY OPTIMALLY, NEEDS TO BECOMPATIBLE WITH BOTH SENDINGAND RECEIVING UNITS, JTF INFO MGTSETS STANDARD

ADMIN DESKTOP COMPUTER EQUIPMENT NORMALLY, PROVIDE ACCESS SENDING UNIT MUST CONSIDERAVAILABLE DESK SPACE ANDTRANSPORTATION PACKINGREQUIREMENTS

ADMIN DRY ERASE BOARD(S)/MAP BOARD(S) NORMALLY PROVIDED FORFIXED-SITE OR SHIP-BASED JTF

ADMIN IN-FOCUS PROJECTOR(S) NORMALLY, PROVIDE ACCESSADMIN LAPTOP COMPUTER EQUIPMENT NORMALLY CONSIDER REQUIREMENT FOR LAN

CARD, COMPATIBLE SOFTWARE, ANDFAX/MODEM

ADMIN MICROFICHE VIEWER EITHERADMIN POWER STRIP(S) EITHERADMIN PRINTER(S) NORMALLY BEST TECHNIQUE HAS BEEN TO

BRING A BUBBLE JET PRINTER TOREDUCE WEIGHT AND SPACEREQUIREMENTS

ADMIN REFERENCE MATERIALS - (SERVICE/COMPONENTSPECIFIC)

NORMALLY IN SOME CASES, NEED ONLY GCCSHOMEPAGE INFO TO LOCATEESSENTIAL DOCUMENTS ANDRETRIEVE THEM ELECTRONICALLY

ADMIN ROOM DIVIDER(S) AS REQUIREDADMIN SCANNER NORMALLY, PROVIDE ACCESS EITHERADMIN SENDING UNIT STANDARD OPERATING PROCEDURES NORMALLYADMIN TELEPHONE, E-MAIL, AND AUTODIN MESSAGE

DIRECTORIES - COMPONENT HQ AND STAFFNORMALLY

ADMIN UNCLASSIFIED FACSIMILE NORMALLY, PROVIDE ACCESS EITHER

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Appendix C

LIAISON OFFICER JOINING INSTRUCTIONS

It is important that the LNO be sent a message from the receiving command thatcontains as much pertinent and helpful information as possible. This message should besent as early as possible. Areas that have been previously agreed upon need not berepeated but should be referenced. The following areas, if appropriate, arerecommended for inclusion in a “joining instructions” message:

• Location of receiving command and how to obtain transportation to the command.

• Report date.

• Special limitations on transportation, such as parking private vehicles.

• When operations will commence.

• Funding issues for orders.

• Orders administrative issues.

• Security clearance requirements to include where clearances are to be sent.

• Berthing/messing issues to include costs.

• Uniform/special gear requirements.

• Special protocol issues.

• Laundry availability.

• Medical/dental requirements and facilities availability at receiving command.

• MWR service availability such as chapel, store, gymnasium availability.

• Money exchange/check cashing availability.

• Mail routing instructions.

• Special safety rules and regulations.

• Tobacco use policy.

• Alcohol use policy.

• Unique provisions of local law or cultural sensitivities in the area of operations.

• Specific ADP equipment and communications issues including the requirements tohave ADP equipment virus scanned.

• Sponsoring individual at command and phone number/e-mail address.

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The following is an example of a joining instructions message:

FM CJTF 950

TO AIG ONE THREE NINE NINE FOUR

UNCLAS //N01700//

MSGID/GENADMIN/CJTF 950/-/J1/FEB//

SUBJ/JTFEX 97-2 PERSONNEL AUGMENTATION INFORMATION//

REF/A/GENADMIN/USCINCACOM/221851ZJAN97/NOTAL//

REF/B/GENADMIN/USCINCACOM/291911ZJAN97/NOTAL//

REF/C/GENADMIN/USCINCACOM/291921ZJAN97/NOTAL//

REF/D/GENADMIN/USCINCACOM/291931ZJAN97/NOTAL//

REF/E/GENADMIN/USCINCACOM/031721ZFEB97/NOTAL//

NARR/REFS A THRU E ARE PERSONNEL AUGMENTATION TASKING MESSAGES//

RMKS/1. THIS MESSAGE AMPLIFIES REFS A THRU E AND PROVIDES// INFORMATIONTO PERSONNEL SELECTED TO PARTICIPATE IN JTFEX 97-2. COMMANDERS AREREQUESTED TO READDRESS THIS MSG TO THOSE INDIVIDUAL COMMANDS SELECTED TOPROVIDE AUGMENTEES FILLING BILLETS ONBOARD USS MOUNT WHITNEY (LCC 20) ANDUSS JOHN F. KENNEDY (CV 67).2. WELCOME TO JTFEX 97-2, THE SECOND FLEET COMMAND SHIP (USS MOUNTWHITNEY (LCC 20)) AND USS JOHN F. KENNEDY (CV 67). YOU SHOULD EXPECT TOBE INTEGRATED COMPLETELY INTO THE STAFF/WORK CENTER AS A FULL PARTICIPANTIN WHAT SHOULD BE A REWARDING JOINT EXERCISE. WE ARE COMMITTED TOPROVIDING A WIDE VARIETY OF TRAINING OPPORTUNITIES TO PARTICIPANTSTHROUGHOUT THE EXERCISE. YOUR ACTIVE INVOLVEMENT IS IMPORTANT.3. THE FOLLOWING INFORMATION IS PROVIDED TO HELP FAMILIARIZE YOU TO U.S.NAVY SHIPBOARD LIFE. WE WILL PROVIDE MORE INFORMATION ON SCHEDULES ANDROUTINES ONCE YOU ARRIVE. YOU WILL BE ASSIGNED A SPONSOR TO ACQUAINT YOUWITH OUR OPERATIONS AND DAILY ROUTINE. INFORMATION TO ASSIST YOU PRIORTO YOUR ARRIVAL AND IN YOUR INITIAL INDOCTRINATION IS PROVIDED BELOW:

A. REPORTING/TRANSPORTATION. UNLESS OTHERWISE DIRECTED BY REF A,AUGMENTEES WILL REPORT ON BOARD USS MOUNT WHITNEY (LCC 20) LOCATED ATNAVAL BASE NORFOLK, PIER 10. REPORT NO EARLIER THAN 0800, 7 MAR 97 ANDNO LATER THAN 2000, 7 MAR 97. LINE # LN-003 WILL TRANSFER TO USS JOHN F.KENNEDY ON 10 MAR 97. USS MOUNT WHITNEY GETS UNDERWAY ON 10 MAR 97.SHIPBOARD ORIENTATION AND WATCH STATION TRAINING WILL BE HELD ON 8/9 MAR97. IT IS IMPERATIVE THAT PERSONNEL REPORT ON TIME. WATCH STANDING WILLCOMMENCE 9 MAR. AUGMENTEES TRAVELING TO NORFOLK FROM OUTSIDE THE NORFOLKAREA SHOULD TAKE A TAXI FROM POINT OF ARRIVAL TO NAVAL BASE NORFOLK, PIER10. AUGMENTEES ARRIVING VIA GOV’T FLT INTO NAS NORFOLK, CONTACT CJTF 950ADMIN (TEL: DSN 564-7602/3505 OR COMM (757) 444-7602/3505 — DUTY OFFICE:DSN 564-7201/7086 OR COMM (757) 444-7201/7086) FOR TRANSPORTATION.AUGMENTEES IN THE HAMPTON ROADS AREA OR PERSONNEL WHO PLAN TO DRIVE, BEADVISED THAT THERE IS A 7-DAY LIMIT ON BASE PARKING. ACCESS TO LONG TERMPARKING IS AVAILABLE MONDAY THROUGH FRIDAY 0800-2000, AND ON WEEKENDS

C-3

FROM 0700 TO 1800. LONG TERM PARKING IS LOCATED NEXT TO THE NAVALSTATION VISITOR PASS OFFICE. FOR MORE INFORMATION, CALL (757) 445-1492.

B. ORDERS: FUNDED ORDERS REQUIRED. FUNDED ORDERS ARE NECESSARY TOFACILITATE EMERGENCY TRAVEL REQUIREMENTS. ORDERS MUST INCLUDE LINENUMBER AND READ “REPORT TO COMSECONDFLT (CJTF 950) EMBARKED IN USS MOUNTWHITNEY (LCC 20) AT NAVSTA NORFOLK, VA.” PERSONNEL WILL BE REQUIRED TOPRESENT ORDERS AT TIME OF CHECK-IN. ORDERS WILL BE ENDORSED “MESSING ANDBERTHING AVAILABLE.”

C. SECURITY CLEARANCES: AUGMENTEE PARENT COMMANDS ARE REQUIRED TOSEND GENSER SECURITY CLEARANCE INFORMATION VIA MESSAGE/SIGNAL TO CJTF 950(ATTN: J1) OR FAX TO: COMM (757) 445-8615 OR DSN 565-8615. PERSONNELHOLDING SCI ACCESS ARE REQUESTED TO FORWARD SECURITY CLEARANCE TO:COMSECONDFLT//SSO//. SSO POC IS CTA1 GREEN, DSN 564-3503/2975.ADDITIONALLY, PERSONNEL CARRYING CLASSIFIED MATERIAL ON/OFF THE SHIP AREREQUIRED TO HAVE A VALID COURIER CARD/LETTER.

D. BERTHING: BERTHING ASSIGNMENTS WILL BE PROVIDED UPON ARRIVAL.FOR USS JOHN F. KENNEDY (CV 67): OFFICER STATEROOMS VARY FROM TWO TOTWELVE MAN STATEROOMS. AUGMENTEES SHOULD BRING TOILETRY KITS AND TOWELS.

E. PROTOCOL FOR BOARDING USS MOUNT WHITNEY WHEN IN PORT: THE FORWARDBROW (GANGWAY MARKED “COMSECONDFLT”) IS FOR E-7 AND ABOVE USE. THE AFTERBROW (GANGWAY MARKED “USS MOUNT WHITNEY”) IS FOR E-6 AND BELOW USE.BETWEEN 0800 AND SUNSET, THE NATIONAL ENSIGN (FLAG) WILL BE FLYING AT THESTERN (REAR/AFT) OF THE SHIP. AT THE TOP OF THE BROW, JUST PRIOR TOSTEPPING ABOARD THE SHIP FACE AFT AND (WHEN IN UNIFORM) SALUTE THENATIONAL ENSIGN. THEN TURN TOWARD THE OFFICER OF THE DECK (OOD) OR THEPETTY OFFICER OF THE WATCH, SALUTE AND SAY: “REQUEST PERMISSION TO COMEABOARD.” HE/SHE WILL RESPOND: “PERMISSION GRANTED.” HE/SHE WILL THENCHECK YOUR IDENTIFICATION CARD AND ALLOW YOU TO PROCEED. WHEN DEPARTINGTHE SHIP, THE PROCEDURE IS REVERSED. SALUTE THE OOD AND SAY: “REQUESTPERMISSION TO LEAVE THE SHIP.” AFTER HE/SHE RESPONDS “PERMISSIONGRANTED,” STEP ONTO THE BROW AND SALUTE THE ENSIGN. WHEN NOT IN UNIFORM,FACE THE ENSIGN AND BRIEFLY COME TO ATTENTION INSTEAD OF SALUTING. FORUSS JOHN F. KENNEDY (CV 67): AUGMENTEES WILL BE REQUIRED TO PRESENTMILITARY ID CARDS AND COPY OF ORDERS. AUGMENTEES WALKING ABOARD SHOULDPRESENT ID/ORDERS TO WATCH PERSONNEL AT TOP OF BROW BEFORE ENTERING SHIP.

F. UNIFORMS: THE UNIFORM OF THE DAY WILL BE YOUR SERVICE’S WORKINGUNIFORM, INCLUDING FLIGHT SUITS. NO OTHER UNIFORM IS REQUIRED. FOR USSJOHN F. KENNEDY (CV 67): NAVY WORKING UNIFORMS ARE COTTON WASH KHAKI FORE-7 AND ABOVE AND DUNGAREES FOR E-6 AND BELOW. AUGMENTEE UNIFORMS SHOULDBE COTTON AND OTHER NONFLAMMABLE MATERIAL.

G. MESSING: LIEUTENANT COLONELS/COMMANDERS (O-5) AND ABOVE ASSIGNEDTO USS MOUNT WHITNEY WILL EAT IN THE COMSECONDFLT FLAG MESS. MAJORS/LIEUTENANT COMMANDERS (O-4) AND BELOW ASSIGNED TO USS MOUNT WHITNEY ANDALL OFFICERS ASSIGNED TO THE USS JOHN F. KENNEDY WILL EAT IN THE SHIP’SWARDROOM. NONCOMMISSIONED OFFICERS, E-7 AND ABOVE, WILL EAT IN THE CHIEFPETTY OFFICERS’ MESS. E-6 AND BELOW WILL EAT ON THE SHIP’S MESS DECKS.WORKING UNIFORMS ARE APPROPRIATE FOR ALL MEALS. MESS BILLS FOR OFFICERSWILL BE COLLECTED (CASH OR TRAVELER’S CHECK) PRIOR TO AUGMENTEEDEPARTURE. OFFICERS DINING IN THE COMSECONDFLT FLAG MESS WILL BE CHARGED$8.00 PER DAY AND THOSE DINING IN THE SHIP’S WARDROOM WILL BE CHARGED$7.50 PER DAY. NCO/CPO’S ASSIGNED TO USS MOUNT WHITNEY DINING IN THECHIEF PETTY OFFICERS’ MESS WILL BE CHARGED $7.15 PER DAY WHICH WILL BECOLLECTED BY THE CPO MESS TREASURER. MEALS ARE CHARGED REGARDLESS OF THENUMBER OF MEALS ACTUALLY EATEN AND COMMENCE UPON CHECK IN. MEAL CHARGES

C-4

FOR E-6 AND BELOW PERSONNEL WILL BE COORDINATED VIA COMMAND DISBURSINGOFFICES AND NO CASH OUTLAY IS REQUIRED.

H. LAUNDRY: SHIPS PROVIDE FREE LAUNDRY SERVICE TWICE WEEKLY. DRYCLEANING SERVICE IS AVAILABLE ON USS JOHN F. KENNEDY ONLY. IF YOU WISHTO USE THE LAUNDRY SERVICE, NET LAUNDRY BAGS (ONE EACH FOR WHITE ANDDARK CLOTHES, AND ONE FOR SOCKS) AND SAFETY PINS ARE REQUIRED. THESECAN BE PURCHASED IN THE SHIP’S WALK-IN STORE OR LOCAL NAVY EXCHANGE.ALL LAUNDRY MUST BE STENCILED, USING INDELIBLE LAUNDRY MARKER. BEDLINEN, PILLOWS, AND ONE BLANKET WILL BE PROVIDED. YOU SHOULD BRINGYOUR OWN TOWELS AND WASH CLOTHS. THE LAUNDRY SCHEDULE WILL BE PROVIDEDUPON CHECK-IN. FOR USS JOHN F. KENNEDY (CV 67): LAUNDRY SERVICESPROVIDED INCLUDE BULK LOT LAUNDRY, KHAKI WASH AND PRESS, DRY CLEANINGAND SEWING. O-1 AND ABOVE WILL HAVE FSA TO PICKUP/DROP OFF LAUNDRYACCORDING TO SCHEDULE LOCATED IN WARDROOM.

I. MEDICAL/DENTAL: SHIPS HAVE COMPLETE MEDICAL AND DENTALFACILITIES ON BOARD. RECOMMEND BRINGING YOUR MEDICAL RECORD AND DENTALRECORD IF YOU ARE CURRENTLY UNDER CARE. BRING YOUR PRESCRIPTIONMEDICINE(S). ANYONE WHO WEARS EYE GLASSES OR CONTACTS SHOULD BRING ANEXTRA PAIR. FOR USS JOHN F. KENNEDY (CV 67): DENTAL SERVICES PROVIDEDINCLUDE FILLINGS, ROOT CANALS, WISDOM TOOTH REMOVAL, CROWNS ANDBRIDGES, PARTIAL AND FULL DENTURES, AND PERIODIC CLEANINGS AND CHECKS.FULL MEDICAL STAFF AVAILABLE.

J. COMFORT AND SUPPORT SERVICES: OUR GOAL IS TO PROVIDE AS MANY OFTHE COMFORTS OF HOME AS PHYSICALLY POSSIBLE. SHIP SERVICES AVAILABLEINCLUDE POST OFFICE, CHAPEL, LIBRARY, BARBER SHOPS (FREE), RADIO ANDTELEVISION, EXERCISE/WEIGHT ROOMS, VENDING MACHINES, AND WALK-IN/CONVENIENCE STORES. THE SHIP’S STORE STOCKS A LIMITED VARIETY OFTOILETRIES, SNACKS, MAGAZINES/BOOKS, NAVY AND SHIP MEMORABILIA,CASSETTE TAPES, LUXURY ITEMS, AND CLOTHING ITEMS. RECOMMEND YOU BRINGYOUR PERSONAL TOILETRIES, INCLUDING SHOWER SHOES, AND ROBE OR WRAP; GYMGEAR, SWEAT PANTS/SHIRT (TEMPERATURES ABOARD SHIP CAN VARYSIGNIFICANTLY), SWEATER/FLIGHT JACKET, SMALL FLASHLIGHT, BATTERY ORWIND-UP ALARM CLOCK, LOCK(S), AND READING MATERIAL. RECOMMEND BRINGINGA SERVICE SWEATER OR JACKET AS WATCH STATIONS CAN GET UNCOMFORTABLYCOLD.

K. MONEY: RECOMMEND BRINGING SUFFICIENT FUNDS FOR MESS BILLS. THECOMMAND SHIP DISBURSING OFFICE WILL CASH U.S. TRAVELERS CHECKS ANDMONEY ORDERS ONLY. THE SHIP’S STORE WILL ACCEPT PERSONAL CHECKS FORTHE AMOUNT OF PURCHASES ONLY.

L. MAIL: DUE TO THE SHORT TIME YOU WILL BE EMBARKED, RECOMMENDTHAT YOU DO NOT ATTEMPT TO RECEIVE MAIL ABOARD USS MOUNT WHITNEY.SHOULD IT BECOME NECESSARY TO RECEIVE MAIL, USE THE FOLLOWING ADDRESS: RANK OR RATE/FULL NAME ATTN: JTFEX 97-2 SHIP RIDER COMSECONDFLT FPO AE 09506-6000 OR RANK OR RATE/FULL NAME ATTN: JTFEX 97-2 SHIP RIDER USS JOHN F. KENNEDY (CV 67) FPO AA 34095-2800

M. CHAPEL SERVICES: WE STRIVE TO PROVIDE EVERY FAITH AND RELIGIOUSGROUP THE OPPORTUNITY TO WORSHIP. A SCHEDULE FOR ALL MAJOR FAITH GROUPWORSHIP SERVICES WILL BE LOCATED IN THE SHIP’S CHAPEL AND PUBLISHED IN

C-5

THE PLAN OF THE DAY. FOR USS JOHN F. KENNEDY (CV 67): DAILY PROTESTANTAND ROMAN CATHOLIC SERVICES AVAILABLE UNDERWAY. RABBI NOT ONBOARD.

N. ELECTRICAL SAFETY: SHIPS HAVE AN UNGROUNDED ELECTRICAL SYSTEMWHICH CAN, IF IGNORED, INCREASE THE LIKELIHOOD OF PERSONAL SHOCKS.THEREFORE, ONLY VERY LIMITED PERSONAL ELECTRICAL EQUIPMENT MAY BEBROUGHT ON BOARD. THE EQUIPMENT MUST BE COMPATIBLE WITH U.S.ELECTRICAL OUTLETS (110V, 60HZ) AND ALL EQUIPMENT BROUGHT ON BOARD MUSTBE INSPECTED ON BOARD THE SHIP FOR ELECTRICAL SAFETY PRIOR TO USE.BATTERY POWERED EQUIPMENT IS GENERALLY SAFE FOR SHIPBOARD USE BUT IF ITIS CAPABLE OF USING OTHER SOURCES OF POWER, YOU MUST HAVE THE ITEMSAFETY CHECKED AS WELL. THE FOLLOWING ITEMS ARE NOT AUTHORIZED:ELECTRICAL CLOCKS, HOT PLATES, PERSONAL IRONS, PORTABLE ELECTRIC FANS,ELECTRIC BLANKETS AND EXTENSION CORDS. PORTABLE ELECTRIC HAIRDRYERS, RAZORS AND CURLING IRONS ARE AUTHORIZED IF PROPERLY SAFETYCHECKED. PROPANE CURLING IRONS ARE NOT AUTHORIZED.

O. TOBACCO USE: OUR POLICY IS TO CREATE AN ENVIRONMENT THATPROTECTS THE HEALTH OF NONSMOKERS AND DISCOURAGES THE USE OF TOBACCOPRODUCTS. THEREFORE, SMOKING IS PERMITTED ONLY IN ONE DESIGNATED AREA.THE USE OF SMOKELESS TOBACCO IS PROHIBITED FOR PROFESSIONALISM ANDHYGIENE REASONS. ALL BERTHING AREAS AND STATEROOMS ARE NO SMOKINGAREAS. ALL MILITARY PERSONNEL MUST BE IN THEIR MILITARY UNIFORMS TOSMOKE (NO PT GEAR OR CIVILIAN CLOTHES). FOR USS JOHN F. KENNEDY (CV67): SMOKING OF ANY KIND LIMITED TO SPECIFIC AREAS ONBOARD.

P. ALCOHOL USE: ALCOHOL USE AND STOWAGE IS PROHIBITED ON BOARDU.S. NAVAL VESSELS. PERSONNEL RETURNING TO THE SHIP INTOXICATED MAYFACE DISCIPLINARY ACTION.4. MORE DETAILED INFORMATION WILL BE PROVIDED UPON YOUR ARRIVAL. YOURDESIGNATED SPONSOR WILL ASSIST YOU. IF YOU HAVE ANY QUESTIONS PRIORTO YOUR ARRIVAL OR NEED FURTHER ASSISTANCE, DO NOT HESITATE TO CONTACTCWO2 MCMOORE OR YNCS (SW) HARDY AT DSN 564-3505/7602 OR COMM (757) 444-3505/7602. ADDITIONALLY, CWO2 MCMOORE OR YNCS (SW) HARDY ARE THE POINTSOF CONTACT FOR ANY EMERGENCIES THAT MAY ARISE DURING THE EXERCISE.//BT

D-1

Appendix D

JOINT TASK FORCE STAFF TRAINING

INDIVIDUAL TRAINING: SUMMARY OF COURSES AVAILABLE

COURSE LOCATION LENGTH

1. JOINT FLAG OFFICER WARFIGHTING COURSE MAXWELL AFB 13 DAYS2. JOINT C2W SENIOR THEATER BATTLE CDRS COURSE HURLBURT FLD 3 DAYS3. NATO STAFF OFFICER ORIENTATION COURSE OBERAMMERGAU 1 OR 2 WEEKS4. AFLOAT INTEL MANAGER‘S COURSE NMITC 5 DAYS5. JTF INTEL MANAGER COURSE NMITC/MTT 12 DAYS6. JOINT SPACE INTEL OPS COURSE PETERSON AFB 2 WEEKS7. EXPEDITIONARY WARFARE INTEL COURSE NMITC 3 WEEKS8. JOINT INTEL CENTER COURSE NMITC 26 DAYS9. CHEM AND BIO WARFARE INTEL COURSE JMITC 3 DAYS10. INDICATIONS AND WARNING COURSE JMITC/MTT 2 WEEKS/5 DAYS11. JOINT TARGETING CORE COURSE NMITC 5 WEEKS12. JOINT COUNTERINTEL STAFF OFFICER COURSE JMITC 1 WEEK13. JOINT DEPLOYABLE INTEL SUPPORT SYSTEM COURSE AIC NORVA 2 DAYS14. JOINT MARITIME TACTICS COURSE TTGL/P 3 WEEKS15. JOINT C2W ORIENTATION COURSE FIWC 3 DAYS16. JOINT C2W STAFF OFFICER COURSE AFSC 2 WEEKS17. JOINT C2W STAFF OFFICER COURSE FITCPAC 2 DAYS18. JOINT EW ORIENTATION COURSE MTT(AFSC) 3 DAYS19. JOINT EW STAFF OFFICER COURSE AFSC 2 WEEKS20. JOINT PSYOP STAFF PLANNING COURSE FT BRAGG 2 WEEKS21. JOINT DOCTRINE AIR CAMPAIGN COURSE MAXWELL AFB 2 WEEKS

D-2

INDIVIDUAL TRAINING:SUMMARY OF COURSES AVAILABLE

COURSE LOCATION LENGTH

22. ACC JOINT AIR OPS STAFF COURSE HURLBURT FLD 3 WEEKS23. EUCOM JFACC TRAINING COURSE RAMSTEIN 1 WEEK24. CTAPS BASIC OPERATOR’S COURSE TTGPAC, SAN DIEGO 3 DAYS25. CTAPS SYSTEM ADMIN COURSE HURLBURT FLD 3 WEEKS26. CTAPS OPS TECH HURLBURT FLD 4 DAYS27. JOINT COURSE ON LOGISTICS FT LEE 17 DAYS28. EXPEDITIONARY WARFARE LOGISTICS COURSE ATHENS 2 WEEKS29. NATO LOGISTICS COURSE30. CONTINGENCY/WARTIME PLANNING COURSE MAXWELL AFB 3 WEEKS31. JOINT PLANNING ORIENTATION COURSE AFSC/MTT 3 DAYS32. JOPES USERS COURSE EUCOM/MTT 9 DAYS33. JOPES FLAG AND GENERAL OFFICER SEMINAR AFSC 2 HOURS34. STRATEGIC DEPLOYMENT PLANNING COURSE FT EUSTIS 2 WEEKS35. JOINT MARITIME CMD & INFO SYS TTGL 1 WEEK36. JOINT C3 STAFF AND OPS COURSE AFSC 5 WEEKS37. ADVANCED COMM OFFICER TRAINING SCHOOL KEESLER AFB 4.5 WEEKS38. JOINT MEDICAL PLANNERS COURSE HSETC 15 DAYS39. ADVANCED TACTICAL DECEPTION COURSE EUCOM/MTT 1 WEEK40. JOINT METOC APPLICATIONS COURSE FTC NORFOLK 10 DAYS41. JFACC AUGMENTATION STAFF COURSE TTGPAC SAN DIEGO 5 DAYS42. JFACC GENERAL INFORMATION COURSE JWFC (POC) SELF-STUDY

References-1

REFERENCES

Joint

Joint Pub 1-02, DOD Dictionary, 24 Mar 94, updated thru Apr 97

Joint Pub 3-05.3, Joint Special Operations Operational Procedures, 25 Aug 93

Joint Pub 5-00.2, Joint Task Force Planning Guidance and Procedures, 3 Feb 97

Universal Joint Task List, Office of the Chairman, The Joint Chiefs of Staff, 25 Oct 93

JWFC JTF Commander’s Handbook For Peace Operations, 17 Jan 97

CJSCI 3150.25, Joint After-Action Reporting System

Unified Command

USACOM JTF MTG, Version 2.5, 1 May 96

USACOM JTF HQ SOP (Draft), 31 Jul 97

USEUCOM Directive 55-11, Joint Task Force Headquarters Policy, Procedures, andOrganization, 29 May 97

Special Operations Command Europe LNO Handbook, January 1997

Multiservice

FM 100-23-1, FMFRP 7-16, NDC TACNOTE 3-07.6, ACCP 50-56, PACAFP 50-56, USAFE50-56, HA Multiservice Procedures For Humanitarian Assistance Operations, October1994

Coalition

NATO STANAG 2101 (Edition 9, 1st Draft), Establishing Liaison, 25 Apr 96

Army

FM 101-5, Staff Organizations and Operations, 31 May 97

Glossary-1

GLOSSARY

A

AAR after-action reportADP automated data process(ing)AFDC Air Force Doctrine CenterAFFOR Air Force forcesAFLE Air Force liaison elementAFM Air Force ManualAFTTP Air Force Techniques, Techniques, and Procedures (Interservice)ALERTORD alert orderALO air liaison officerALSA Center Air Land Sea Application CenterAME air mobility elementANGLICO air/naval gunfire liaison companyARFOR Army forcesASAP as soon as possibleATF Bureau of Alcohol, Tobacco, and Firearms

B

BCE battlefield coordination element

C

C2 command and controlC4 command, control, communications, and computerC2W command and control warfareCCIR commander’s critical information requirementsCEOI communications-electronics operating instructionsCGFOR Coast Guard forcesCINC commander of a combatant command; commander in chiefCJCS Chairman of the Joint Chiefs of StaffCJTF commander, joint task forceCMD commandCMOC Civil Military Operations CenterCOMM communicationsCOMPASS common operational modeling, planning, and simulation strategyCOMSEC communications securityCONOPS concept of operationsCOS chief of staffCTA common table of allowance

D

DART Disaster Assistance Response TeamDCJTF deputy commander, joint task forceDEA Drug Enforcement AgencyDIA Defense Intelligence AgencyDIRMOBFOR Director of Mobility Forces

Glossary-2

DISA Defense Information Systems AgencyDLA Defense Logistics AgencyDOC Department of CommerceDOD Department of DefenseDODD Department of Defense DirectiveDOE Department of EnergyDOJ Department of JusticeDOS Department of StateDOT Department of Transportation

E

E-6 technical sergeant (USAF)/staff sergeant (USA/USMC)/petty officer first class (USN)

E-7 master sergeant (USAF)/sergeant first class(USA)/gunnery sergeant (USMC)/chief petty officer (USN)

e-mail electronic-mailETEPP Electronic Tomahawk Planning Package

F

FAA Federal Aviation AdministrationFAO Food and Agriculture OrganizationFAS Foreign Agriculture ServiceFAX facsimileFBI Federal Bureau of InvestigationFEMA Federal Emergency Management AgencyFM field manualFMFM Fleet Marine Force ManualFRAGO fragmentation order

G

G-1 Army or Marine Corps component manpower or personnel staff officer (Army division or higher staff, Marine Corps brigade or higher staff)

GCCS Global Command and Control System

H

HAST Humanitarian Assistance Survey TeamHOC Humanitarian Operations CenterHQ headquarters

I

ICD International Cooperation and DevelopmentICITAP International Criminal Investigative Training Assistance

ProgramICRC International Committee of the Red CrossIFRC International Federation of Red CrossINFO informationINS Immigration and Naturalization ServiceIO international organizationsIPB intelligence preparation of the battlespace

Glossary-3

J

J-1 Manpower and Personnel Directorate of a joint staffJ-3 Operations Directorate of a joint staffJAAR joint after-action reportJC2WC Joint Command and Control Warfare CenterJCMOTF Joint Civil-Military Operations Task ForceJFACC joint force air component commanderJFC joint force commanderJFLCC joint force land component commanderJFMCC joint force maritime component commanderJFSOCC joint force special operations component commanderJOC joint operations centerJPG joint planning groupJPOTF joint psychological operations task forceJSOTF joint special operations task forceJSRC joint search and rescue centerJSST Joint Space Support TeamJTASC joint training, analysis, and simulation centerJTCB Joint Targeting Coordination BoardJTF joint task forceJWICS Joint Worldwide Intelligence Communications System

L

LAN local area networkLNO liaison officer

M

MAAP Master Air Attack PlanMAGTF Marine air-ground task forceMARFOR Marine Corps forcesMARLO Marine liaison officerMC and G mapping, charting, and geodseyMCCDC Marine Corps Combat Development CommandMCRP Marine Corps Reference PublicationMDS Mission Distribution SystemMETT-T mission, enemy, terrain and weather, troops and support available,

time availableMEU Marine expeditionary unitMILSTRIP military standard requisitioning and issue procedureMNF multinational forceMOS military occupational specialtyMTTP multiservice tactics, techniques, and proceduresMWR morale, welfare, and recreation

N

N-1 Navy component manpower or personnel staff officerNALE Naval and Amphibious Liaison ElementNATO North Atlantic Treaty Organization

Glossary-4

NAVFOR Navy forcesNCA National Command AuthoritiesNCC Naval Component CommanderNCO noncommissioned officerNDC Naval Doctrine CommandNGO nongovernmental organizationNIMA National Imagery and Mapping AgencyNIST National Intelligence Support TeamNOAA National Oceanic and Atmospheric AdministrationNWDC Naval Warfare Development CommandNWP Naval Warfare Publication

O

O-1 second lieutenant(USAF/USA/USMC)/ensign (USN)O-2 first lieutenant (USAF/USA/USMC)/lieutenant junor grade (USN)O-3 captain (USAF/USA/USMC)/lieutenant (USN)O-4 major (USAF/USA/USMC)/lieutenant commander (USN)O-5 lieutenant colonel (USAF/USA/USMC)/commander (USN)O-6 colonel (USAF/USA/USMC)/captain (USN)OFDA Office of Foreign Disaster AssistanceOPCON operational controlOPR office of primary responsibilityOPS operationsOPSEC operations securityOSD Office of the Secretary of Defense

P

PLAD plain language address directoryPOC point of contactPSYOP psychological operationsPub publicationPVO private voluntary organization

S

SATCOM satellite communicationsSIPRNET Secret Internet Protocol Router NetworkSITREP situation reportSLO space liaison officerSNCO staff noncommissioned officerSOC special operations commandSOCCE special operations command and control elementSOFA status-of-forces agreementSOLE special operations liaison elementSOP standing operating proceduresSPACECOM Space CommandSTANAG standardization agreement (NATO)STRATCOM Strategic Command

Glossary-5

STRATLAT strategic liaison teamSTU secure telephone unit

T

TALO tactical airlift liaison officerTCINet Tomahawk Command Information NetTLAM Tomahawk Land Attack MissileTLE Tomahawk Land Attack Missile Liaison ElementTPFDD time-phased force and deployment dataTRADOC United States Army Training and Doctrine CommandTRANSCOM Transportation CommandTREAS Treasury DepartmentTS/SCI top secret/sensitive compartmented informationTTP tactics, techniques, and procedures

U

UN United NationsUNHCR United Nations High Commissioner for RefugeesUNICEF United Nations Children's FundUS United StatesUSA United States ArmyUSAF United States Air ForceUSAID United States Agency for International DevelopmentUSAJFKSWC United States Army John F. Kennedy Special Warfare CenterUSBP United States Border PatrolUSCG United States Coast GuardUSCS United States Customs ServiceUSDA United States Department of CommerceUSIA United States Information AgencyUSMC United States Marine CorpsUSMS United States Marshals ServiceUSN United States Navy

V

VTC video teleconferencing

W

WARNORD warning order

Index-1

INDEX

A

Advise v, I-3, I-4Augmentees vi, I-4, I-5, I-6, C-2, C-3Assist i, v, vi, I-1, I-3, I-4, II-4, II-6, A-4,

A-5, C-2, C-5

C

C2 i, vi, I-4, I-5, I-6, Glossary-1CJTF I-1, C-2, C-3, Glossary-1Command and Control (see C2)Command Orientation II-5Commander, Joint Task Force (see CJTF)Communications iii, I-1, I-6, I-7, II-2, II-3,

II-4, II-5, III-1, III-2, III-4, IV-1, IV-2,A-2, C-1, Glossary-1, Glossary-3

Coordinate v, I-3, I-4, I-5, A-2, A-5

F

Functions i, iii, v, vi, I-1, I-3, I-4, I-5, I-6,I-7, II-1, II-4, II-5, III-1

I

International Organizations (see IOs)IOs v, I-1, A-5, Glossary-2

J

Joint Task Force (see JTF)Joint Task Force Liaison Officer Equipment Listing iv, B-1Joint Task Force Staff Training iv, D-1JTF i, iii, iv, v, vi, vii, I-1, I-2, I-3, I-4, I-5,

I-6, I-7, II-1, II-2, II-3, II-4, II-5, III-1,III-2, III-3, III-4, IV-1, IV-2, IV-3, A-1,A-2, A-3, A-4, A-5, A-6, A-7, A-8, B-1, D-1,Glossary-3, References-1

JTF Commander v, vi, I-1, I-3, I-4, I-6,III-3, IV-2, IV-3, A-1, A-2, References-1

L

Liaison Officer (see LNO)Liaison Officer Encyclopedia iv, A-1Liaison Officer Joining Instructions iv,

C-1

LNO i, iii, iv, v, vi, I-1, I-3, I-4, I-5, I-6, I-7,II-1, II-2, II-3, II-4, II-5, II-6, III-1, III-2,III-3, III-4, IV-1, IV-2, IV-3, A-1, A-3, A-4,A-5, A-6, A-7, A-8, B-1, C-1, Glossary-3,References-1

LNO Mission iv, III-1, III-2, IV-3LNO Request iii, II-2LNO Requirements iii, v, I-1, II-1, II-2LNO Responsibilities iv, IV-1LNO Selection Consideration iv, III-2LNO Support iv, III-3

M

Monitor v, I-3, I-4, I-5

N

NGO v, I-1, A-2, A-5, Glossary-4nongovernmental organization (see NGO)

P

Pitfalls iii, I-7PLAD II-4, Glossary-4Plain Language Address Directory (see

PLAD)Planners vi, I-4, I-5, II-5, D-2POC Listing IV-3Point of Contact Listing (see POC

Listing)Private Voluntary Organization (see

PVO)PVO v, I-1, A-2, A-5, Glossary-4

R

Receiving Organization i, vi, II-3, II-5,III-2, III-3, III-4, IV-1

Redeployment iv, IV-1, IV-3Roles i, iii, I-1, I-3, I-4, II-1, III-1

S

Sending Organization i, iv, v, vi, I-3, I-4,I-5, I-6, I-7, II-1, II-2, II-6, III-1, III-2,III-3, III-4, IV-1, IV-2, IV-3

Staff Integration iii, II-4Support Requirements iii, v, II-3, A-7

FM 90-41MCWP 5-1.A

NWP 5-02AFTTP(I) 3-2.21

26 AUGUST 1998

BY ORDER OF THE SECRETARY OF THE AIR FORCE

RONALD E. KEYSMajor General, USAFCommanderHeadquarters Air Force Doctrine Center

FM 90-41MCWP 5-1.A

NWP 5-02AFTTP(I) 3-2.21

26 AUGUST 1998

DISTRIBUTION:Active Army, Army National Guard, and U.S. Army Reserve: To be distributed in accordancewith the initial distribution number 115749, requirements for FM 90-41.

MARINE CORPS: PCN 1440004800