SECTION I. ADMINISTRATIVE DATA
Academic Hours/Methods
1hrs/00 mins Large Group Instruction
1 hrs/00 mins Read Ahead
2 hrs/00 mins Total Hours
SECTION II. INTRODUCTION: During this lesson we are going to discuss Preparing Personnel Readiness Data for the Commander Unit Status Report (CUSR)
Method of Instruction. Conference/discussion
Instructor to Student Ration: 1:16
Time of Instruction: 5 mins
Media: Small Group Instruction
INSTRUCTIONAL GUIDANCE Before presenting this lesson, instructors must thoroughly prepare by studying this lesson and identified reference material. Throughout this lesson, solicit from students the challenges they experienced in the current operational environment (OE) and what they did to resolve them. Encourage students to apply at least 1 of the 8 critical variables: political, military, economic, social, information, infrastructure, physical environment and time.
INTRODUCTION. Integrated personnel support is a vital component of operational readiness and, when executed properly, becomes a combat multiplier for the joint force. To accomplish this, Service components must resource personnel requirements in a timely manner. The joint force commander (JFC) and the manpower and personnel directorate of a joint staff (J-1) continually maintain visibility of personnel issues to adequately sustain the force and maintain readiness.
MOTIVATOR. As we have witnessed over the past decade, there has been an ever-increasing demand for the Armed Forces of the United States to participate in various operations. Considering the instability and uncertainty in many regions throughout the world, it is paramount that US forces remain ready for future operations. During this era of persistent conflict, joint operations are critical to our success on the battlefield. As an HR professional, it is possible you will find yourself in a joint environment where there are HR support requirements and procedures you may be unfamiliar with. This lesson provides you an overview of joint HR operations from a J-1 perspective.
NOTE: Review TLO with students.
SAFETY REQUIREMENTS. In a training environment, leaders must perform a risk assessment in accordance with FM 5-19, Composite Risk Management. Leaders will complete a DA Form 7566 COMPOSITE RISK MANAGEMENT WORKSHEET during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support available-time available and civil considerations, (METT-TC). Note: During MOPP training, leaders must ensure personnel are monitored for potential heat injury. Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the MOPP work/rest cycles and water replacement guidelines IAW FM 3-11.4, NBC Protection, FM 3-11.5, CBRN Decontamination. No food or drink is allowed near or around electrical equipment (CPU, file servers, printers, projectors, etc.) due to possible electrical shock or damage to equipment. Exercise care in personal movement in and through such areas. Avoid all electrical cords and associated wiring. In event of electrical storm, you will be instructed to power down equipment. Everyone is responsible for safety.
RISK ASSESSMENT LEVEL. Low.
ENVIRONMENTAL STATEMENT. Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects. Refer to FM 3-34.5 Environmental Considerations and GTA 05-08-002 ENVIRONMENTAL-RELATED RISK ASSESSMENT.
EVALUATION: Army HR Overview.
INSTRUCTIONAL LEAD-IN. Integrated personnel support is a vital component of operational readiness and, when executed properly, becomes a combat multiplier for the joint force. To accomplish this, Service components must resource personnel requirements in a timely manner. The joint force commander (JFC) and the manpower and personnel directorate of a joint staff (J-1) continually maintain visibility of personnel issues to adequately sustain the force and maintain readiness.
Learning Step/Activity 1. Outline
Method of Instruction: Conference/Discussion
Instructor to Student Ratio: 1:16
Time of Instruction: 5 mins
Learning Step/Activity 2. Define the reporting guidelines for CUSR.
Method of Instruction: Conference/Discussion
Instructor to Student Ratio: 1:16
Time of Instruction: 50 mins
A review of the defense and intelligence agencies prior to the entry of the United States into World War II in 1941 revealed a number of deficiencies in how the national security apparatus was organized. There were inadequacies in civil military policy coordination, interservice coordination, and intelligence. The officer's serving in the war were aware of these deficiencies and were inexperienced in Joint and Combined Operations.
An attempt to fix these deficiencies produced the 1947 National Security Act which:
(1) Created the National Military Establishment (later renamed as the Department of Defense (DoD).
(2) Established the U.S. Air Force.
(3) Established the Joint Chiefs of Staff (JCS) as a permanent agency which became the principal military advisers to the President and Secretary of Defense.
(4) Established a legal basis for unified and specified commands.
(5) Designated the Secretary of National Defense to exercise general authority, direction, and control of the U.S. military.
(6) Established the Central Intelligence agency (CIA) and National Security Council (NSC).
Several successive legislative and presidential acts have transformed the 1947 National Security Act:
(1) 1948 Key West Agreement: Established JCS as executive agents for unified/specified commands and defined roles and missions of the Services.
(2) 1949 Amendment: Renamed the NME the DoD.
(3) 1952 Amendment: Provided equal status on the JCS to the US Marine Corps.
(4) 1953 Plan: Established military departments as executive agents for unified commands.
(5) 1958 Amendment: Stated that the Joint Staff assists SECDEF in exercising C2 of unified commands.
(6) 1978 Amendment: Commandant of the Marine Corps (CMC) becomes official member to the JCS.
(7) DoD Reorganization Act of 1986: Strengthened position of Chairman; created Vice Chairman; strengthened Combatant Commander authority; created Joint Specialty Officers (JSO).
National Command Authority (NCA) is a term used by the United States military and United States government to refer to the ultimate lawful source of military orders.
The NCA comprises the President of the United States (as commander-in-chief) and the United States Secretary of Defense jointly, unless incapacitated.
The NCA consists only of the President and the Secretary of Defense or their duly deputized alternates or successors. The chain of command runs from the President to the Secretary of Defense and through the Joint Chiefs of Staff to the Commanders of the Unified and Specified Commands. The channel of communication for execution of the Single Integrated Operational Plan (SIOP) and other time-sensitive operations shall be from the NCA through the Chairman of the Joint Chiefs of Staff, representing the Joint Chiefs of Staff, to the executing commanders.
--Section 3.1, Department of Defense Directive Number 5100.30 December 2, 1971
This slide reflects the civil/military national security structure.
The National Security (NSC): the NSC Council is not a product of the U.S. Constitution, it is a product of the 20th Century and globalization. The NSC was established by the National Security Act of 1947, amended by the National Security Act Amendments of 1949. Later in 1949, as part of the Reorganization Plan, the NSC was placed in the Executive Office of the President.
There are four statutory members to the NSC:
President of the United States: Article II of the Constitution dictates that the President must defend and preserve the Constitution of the United States – He uses the National Security Council as a means to develop policy.
Vice President of the United States (VP): Article I, Section 3 identifies the VP as President of the Senate However he is a key advisor to the President on the development of national security policy.
Secretary of State (DOS): The Secretary serves as a principal adviser to the President in the determination of U.S. foreign policy and in recent decades has become responsible for overall direction, coordination, and supervision of interdepartmental activities of the U.S. Government overseas, all of them except for certain military activities. The Secretary also performs such duties as the President is required, in accordance with the U.S. Constitution relating to correspondence, commission, or instructions to U.S. or consuls abroad, and to conduct negotiations with foreign representatives.
Secretary of Defense (Sec Def): The Sec Def is the principal defense policy adviser to the President and is responsible for the formulation of general defense policy and policy related to all matters of direct concern to the Department of Defense, and for the execution of approved policy. Under the direction of the President, the Secretary exercises authority, direction and control over the Department of Defense.
Non- statutory members of the NSC - Each President is responsible for building the NSC that reflects his personal management style. This is done by incorporating additional players into the NSC. National Security Presidential Directive 1 incorporated the following staff sections into the NSC: 1) Department of the Treasury; 2) Assistant to the Secretary for National Security Affairs.
There are two statutory advisors to the NSC: 1) Director, National Intelligence; 2) Chairman, Joint Chiefs of Staff
NOTE: This is an intro slide. Each element will be discussed in detail on subsequent slides.
The following are DoD responsibilities for providing personnel support to joint operations:
(1) The Secretary of Defense establishes policy, assigns responsibilities, and prescribes procedures for personnel readiness issues as they apply to all members and components.
(2) The CJCS, in consultation with other members of the Joint Chiefs of Staff, provides advice to the Secretary of Defense on manpower and personnel issues and the force structure required to support attainment of national security objectives.
(3) The Services have responsibility for providing personnel support to their forces.
(4) Combatant Commanders (CCDRs) exercise combatant control (command authority) over assigned forces.
The mission of the Department of Defense is to provide the military forces needed to deter war and to protect the security of our country.
The Secretary of Defense is the principal defense policy adviser to the President and is responsible for the formulation of general defense policy and policy related to all matters of direct concern to the Department of Defense, and for the execution of approved policy. Under the direction of the President, the Secretary exercises authority, direction and control over the Department of Defense. The Secretary of Defense is a member of the President's Cabinet and of the National Security Council.
The Department of Defense is America's oldest and largest government agency. With our military tracing its roots back to pre-Revolutionary times, the Department of Defense has grown and evolved with our nation.
Today, the Department, headed by Secretary of Defense Robert Gates, is not only in charge of the military, but it also employs a civilian force of thousands. With over 1.4 million men and women on active duty, and 718,000 civilian personnel, we are the nation's largest employer. Another 1.1 million serve in the National Guard and Reserve forces. More than 2 million military retirees and their family members receive benefits.
Simply speaking, the CJCS acts as a communications link between the military's senior leadership and our civilian chain of command. The Chairman of the Joint Chiefs of Staff is the senior ranking member of the Armed Forces. The Chairman is also the principal military adviser to the President, Secretary of Defense, and the National Security Council. The Vice Chairman of the Joint Chiefs of Staff is the second ranking member of the Armed Forces and replaces the Chairman in his absence or disability.
CHAIN OF COMMAND
Operational Branch of the JCS: President, through the SECDEF, to the unified commanders for missions and forces assigned to their commands
Admin/Support Branch of the JCS. (Administer, Train, Equip, Recruit, Support, etc): President, through the SECDEF to the Secretaries of the Military Departments, then through the Chiefs of the Services, for their forces not specifically assigned to combatant commanders.
Missions are communicated via the operational branch of the national chain of command
The Joint Staff assists the Chairman of the Joint Chiefs of Staff in accomplishing his responsibilities for: the unified strategic direction of the combatant forces; their operation under unified command; and for their integration into an efficient team of land, naval, and air forces. The "Joint Staff" is composed of approximately equal numbers of officers from the Army, Navy and Marine Corps, and Air Force. In practice, the Marines make up about 20 percent of the number allocated to the Navy.
Since its establishment in 1947, statute has prohibited the Joint Staff from operating or organizing as an overall armed forces general staff; therefore, the Joint Staff has no executive authority over combatant forces.
The Chairman of the Joint Chiefs of Staff, after consultation with other JCS members and with the approval of the Secretary of Defense, selects the Director, Joint Staff, to assist in managing the Joint Staff. By law, the direction of the Joint Staff rests exclusively with the Chairman of the Joint Chiefs of Staff. As the Chairman directs, the Joint Staff also may assist the other JCS members in carrying out their responsibilitie
A unified command is a command with broad continuing missions under a single commander, is composed of forces from two or more Military Departments, and is established by the President through the Secretary of Defense and with the advice and assistance of the Chairman of the Joint Chiefs of Staff. There are currently nine unified combatant commands.
Six unified combatant commanders have geographic area responsibilities. These combatant commanders are each assigned an area of responsibility (AOR) by the Unified Command Plan (UCP) and are responsible for all operations within their designated areas: U.S. Northern Command, U.S. Central Command, U.S. European Command, U.S. Pacific Command, U.S. Southern Command, and U.S. Africa Command.
NOTE: Point out to students that most of North America (minus Alaska, which falls under both PACOM and NORTHCOM 's footprints) is now under the geographic responsibility of the newly formed NORTHCOM, while Russia falls under EUCOM. Note that USCENTCOM has possibly the smallest geographic responsibility, yet is definitely the heart of most Joint Service activity.
NOTE: Each Combatant Command is hyperlinked to their respective home page.
There are four combatant commanders assigned worldwide functional responsibilities not bounded by geography:
(1) U.S. Transportation Command - Single manager of America's global defense transportation system.
(2) U.S. Strategic Command - Controls the nuclear weapons of the U.S. military, and is also a globally focused command and a global integrator, charged with the missions of space operations, information operations, integrated missile defense, global command and control, intelligence, surveillance, and reconnaissance, global strike, strategic deterrence, and combating weapons of mass destruction.
(3) U.S. Special Operations Command - Provide fully capable Special Operations Forces to defend the United States and its interests and plan and synchronize operations against terrorist networks
NOTE: Each Combatant Command logo is hyperlinked to their respective home page.
NOTE: U.S. Joint Forces Command (JFCOM) was disestablished in August 2011.
NOTE: Conduct a check on learning and summarize learning activity.
NOTE: This is a build slide. Mouse click is required.
Q What is a Unified Combatant Command?
A Unified Combatant Command (UCC) is a United States joint military command that is composed of forces from two or more services and has a broad and continuing mission. These commands are established to provide effective command and control of U.S. military forces, regardless of branch of service, in peace and war. They are organized either on a geographical basis (known as "Area of Responsibility", AOR) or on a functional basis. Each UCC is commanded by a combatant commander (CCDR), who is a four-star general or admiral. UCCs are "joint" commands with specific badges denoting their affiliation.
Q What are the six (6) unified combatant commands and what is there Army Component Command relationship?
SOUTHCOM (USARSO)
EUCOM (USAREUR)
NORTHCOM (USARNO)
CENTCOM (ARCENT)
PACOM (USARPAC)
AFRICOM (NA)
Joint publications are available on the internet at:
http://www.dtic.mil/doctrine/s_index.html
SCOPE: Joint Publication 1-0 is a keystone document within the joint doctrine publication system. It provides doctrine for planning, coordinating, and providing personnel support to joint operations. It also provides information relating to the functions, authorities, and responsibilities of a combatant commander (CCDR), joint force commander (JFC) and staffs, and the Service components as they relate to personnel management and selected activities that support the personnel needs of the joint force.
NOTE: Review general content and organization of JP 1-0 with students.
The J-1 Section may be organized as follows:
Personnel readiness provides plans, policy, and guidance on joint personnel issues, to include oversight of joint personnel operations. Personnel readiness plans include development of the manpower mobilization requirements for Appendix 5 to Annex A of operation plans (OPLANs).
Manpower provides policy oversight on joint manpower and management of joint forces and US contributions to multinational military organizations.
Personnel services administers internal staff, Department of Defense (DOD) civilian, and military members of the joint force. It also includes limited administrative requirements related to DOD contractors deploying with the force (CDF).
Director's action group reviews policies pertaining to the separation/retirement of military personnel, concurrent receipt, survivor benefits, veterans issues, assignment policy, force realignment and transformation, quality of life issues, compensation, and recruiting and retention.
The J-1 Manpower and Personnel Directorate's primary and supporting responsibilities are outlined in Chapter II of JP 1-0. As the principal staff agency for manpower and personnel support, the J-1 develops joint plans, policy, and provide guidance for a wide variety of personnel/HR issues. Although there are 11 primary responsibilities identified in JP 1-0, we are going to focus on four that are also HR Key Functions in FM 1-0:
Additionally, we will briefly review Joint Awards and Decorations.
Joint Personnel Status Report. The JPERSTAT provides data from CJTF to the CCDR concerning military and civilian personnel under their control in the JOA. The JPERSTAT reports the force posture for the previous reporting period and is a forum for reporting casualties and comments on critical specific shortfalls, the need for replacement personnel, and other personnel concerns. The CJTF or higher authority determines the periodicity of the report and whether it will be transmitted separately or as the "Personnel" paragraph of the JTF J-3 situation report (SITREP) transmitted to both the CCDR and the Joint Staff.
The JTF J-1 is responsible for collecting and reporting JPERSTAT information for all forces within the JOA assigned to CJTF. The JTF J-1 collects a daily JPERSTAT from each of the senior Service HQ elements assigned to the JTF. These reports are combined to form the daily JPERSTAT. It is extremely important that all commanders subordinate to CJTF become familiar with their reporting responsibilities and understand the format published by the combatant command J-1. Reports will be classified consistent with the classification of the operation as directed by the Chairman of the Joint Chiefs of Staff. The primary means of classified JPERSTAT delivery is via SECRET Internet Protocol Router Network (SIPRNET) to the combatant command J-1; secondary is via priority SECRET defense message system. If a JTF web page has been established on the SIPRNET, routine posting of the report will be via this route.
Reference: https://jdeis.js.mil/jdeis/jel/jtfguide/sop_index.htm
NOTE: Refer students to JP 1-0, Appendix K.
CCDRs control theater postal personnel and resources, and establish the priority of mail movement from APODs/sea ports of debarkation (SPODs) and onward to the operational areas. This management includes authorizing the theater's designated mail transportation manager to select and use commercial and military means for mail movement within and out of the affected area or responsibility.
The designated theater mail manager (normally, the combatant command's SSPM for military postal service) will select mail transportation routes within the guidelines of USPS and DOD mail transportation statutes. The final decision regarding the level of mail service to, from, and within the theater rests with the combatant commander via the designated SSPM for military postal service.
The combatant command J-1 retains functional responsibility for theater postal operations. One component command will normally be appointed as SSPM on all postal issues in the AOR. The SSPM will work in concert with the joint forces postal staff although the CCDR may identify certain actions of the SSPM to be performed by the J-1, or vice-versa.
NOTE: Refer students to JP 1-0, Appendix K.
As we all know, MWR programs are mission essential to combat readiness. They contribute to successful military operations by promoting individual physical and mental fitness, morale, unit cohesion, and esprit de corps, and by alleviating mission-related stress. From a joint perspective, MWR programs will include many of the same services and organizations we have all experienced down-range.
Initial MWR support to the JTF will be provided by the individual Services and normally are at the unit level. As the JTF grows in size and duration, MWR support provided by the Services will grow and expand to support the JTF.
The CCDR will normally assign an MWR-designated agent for the JTF. Depending on the scale and scope of the operation, the MWR-designated agent may support the CJTF's request for the establishment of fitness and recreation areas and activities, imprest fund activities, mobile tactical field exchanges, and/or direct operational exchange-tactical facilities. Civilian employees normally operate in security area exchanges as the tactical situation permits.
NOTE: Refer students to JP 1-0, Appendix L.
Casualty reporting responsibilities reside under the purview of the Services. The J-1 should ensure that Service components adhere to Service reporting requirements, particularly when there is no Service personnel element assigned. The J-1 is also responsible for ensuring the chain of command and the Joint Staff receive casualty information via OPREP 3 or other designated communication channels.
Prior planning is essential to efficient casualty reporting. When casualties occur, information must reach the right people as quickly as possible. The J-1 should possess appropriate Service directives and maintain points of contacts (POCs) at Service casualty centers in the event they must assist their components. Procedural mistakes in casualty reporting are at best embarrassing must not occur as they and could potentially lead to NOK notification through the media, rather than through appropriate Service channels. Because Next of Kin notification is a command responsibility, each Service component must ensure that RD commanders have been trained appropriately on the casualty notification process.
NOTE: Review Joint Casualty Flowchart. Point out to the students that while the flow is more complicated, the primary information flow remains through the service component.
NOTE: Refer student to Joint Pub 1-0, Appendix M.
In today 's COE we can expect to be assigned or have personnel assigned or attached from other services. The two main publications that cover joint awards are DOD 1348.33-M, “Manual of Military Decorations and Awards” and Joint Publication (JP) 1-0, “Joint Personnel Support." Appendix M of JP 1-0 provides instructions regarding requesting and processing military decorations and awards. Appendix N also provides a synopsis of the information contained in DOD 1348.33-M as it applies to joint operations
There are three general types of Joint US military awards:
(1) Individual decorations recognize individual meritorious service or individual actions, which demonstrate a degree of heroism or valor. This group of medals includes Joint Service Achievement Medal, Joint Service Commendation Medal, Defense Meritorious Service Medal, Defense Superior Service Medal, and Defense Distinguished Service Medal.
(2) Joint Unit awards recognize an entire unit 's meritorious service, heroism, or valor. The Joint Meritorious Unit Award (JMUA) is the only existing DOD unit award and recognizes the accomplishments of joint activities.
(3) Campaign medals (or theater awards) commemorate participation in wars and other significant US military actions. The Armed Forces Expeditionary Medal, Armed Forces Service and Humanitarian Service Medal are included in this group.
NOTE: Refer students to JP 1-0, Appendix N.
Foreign Decorations and Service Awards. Awards from foreign governments be accepted only in recognition of active combat service or for outstanding or unusually meritorious performance. Activities normally undertaken by the Armed Forces of the U.S. in support of an ally during peacetime are not considered sufficient to merit foreign individual or unit decorations. U.S. Military personnel are prohibited from requesting or encouraging the offer of an award or decoration from a foreign government.
Award of Joint US military decorations and awards to foreign military person:
(1) DOD policy provides for the recognition of individual acts of heroism and achievement by Service members of friendly foreign nations when those acts have been of significant benefit to the United States or have contributed significantly to the successful prosecution of a military campaign by the Armed Forces of the United States.
(2) Personal US decorations such as the Legion of Merit (in four degrees), Meritorious Service Medal, and a Military Department 's Commendation Medal or Achievement Medal may be submitted to the respective service for approval.
(3) Awards for heroic and valorous acts and for meritorious service in direct support of combat operations are authorized for foreign military personnel in ranks comparable to the grade of O-6 and below.
(4) Currently, there are no US campaign and service medals authorized to be awarded to members of foreign military establishments.
Peacetime and wartime points of contact for other services.
NOTE: Conduct a check on learning and summarize the learning activity.
JP 1-0 identifies 12 primary Manpower and Personnel responsibilities for the J-1. Of those 11, how many are also recognized as HR Key Functions in FM 1-0 and what are they?
Four (4)
What are three secondary responsibilities you may find yourself involved with as the J-1 Manpower and Personnel?
A JFC has the authority to organize forces to best accomplish the assigned mission based on the concept of operations. The organization should be sufficiently flexible to meet the planned phases of the contemplated operations and any development that may necessitate a change in plan. The JFC will establish subordinate commands, assign responsibilities, establish or delegate appropriate command relationships, and establish coordinating instructions for the component commanders.
The composition of the JFC 's staff will reflect the composition of the joint force to ensure that those responsible for employing joint forces have a thorough knowledge of the capabilities and limitations of assigned or attached forces.
Intent of this slide is to illustrate the planning considerations a J-1 must consider while building a JTF. During this process, the J-1 should issue guidance, provide C2 for the planning and conduct of joint operations, and direct and supervise JTF staff actions.
NOTE: Review J-1 Responsibilities and facilitate a student-center discussion on the J-1 's role and responsibilities. Possible questions:
What it the most important consideration for a J-1 when forming a JTF HQs?
What factors make forming a JTF HQs difficult?
What are some of the complexities of setting up a J-1 section and becoming operational?
The SJFHQ (CE), with its integrating capabilities, tools, and procedures, is an indispensable step in DoD efforts to transform command and control and strengthen joint operations. Per Defense Planning Guidance memorandum; US Pacific Command, US Southern Command, US European Command, US Northern Command, and US Central Command, will stand up, employ, and sustain an SJFHQ (CE). In addition to the establishment of the SJFHQ (CE)s within these geographic combatant commands, some functional combatant commands (US Special Operations Command, US Strategic Command, and US Transportation Command) may stand up, employ, and sustain their own operational equivalent of an SJFHQ (CE).
The SJFHQ brings an inherently joint team, grounded in the operational planning process within joint and service doctrine. They incorporate TTPs into their processes to remain at the forefront of the Commander 's decision cycle. One of its great strengths is that each of the RCC SJFHQs know the region 's environment, and they understand and can use the tools available to quickly put together a mission analysis and set of COAs for the JTF commander. Internal to the organization, the habitual relationships they have developed make them a team, with an understanding of each player 's strengths and weaknesses. External relationships contribute to the team 's understanding of the AO and improve its ability to work within the larger joint, interagency, multinational environment.
Having an in-place SOP and TTPs means the SJFHQ can get started on day 1, instead of the forming, storming, and norming that must take place within every human organization, including an ad hoc JTF staff.
There are three primary employment options for the SJFHQ (CE):
(1) SJFHQ (CE) can form the core of a JTF HQ.
(2) SJFHQ (CE) can augment a Service component HQ.
(3) SJFHQ (CE) can support the combatant command HQ.
NOTE: Ensure students understand the SJFHQ (CE) is not a self-sustaining 24/7 headquarters. There are no cooks, mechanics, organic transportation, communications assets, tents, nor the ability to protect the organization. It takes external assets to operate and sustain this organization.
Abbreviations/Acronyms:
IS - Information Sharing
KM - Knowledge Management
NOTE: This is a build slide.
The United States JFCOM Common Joint Task Force Headquarters Standing Operating Procedure was prepared to complement joint doctrine and provide additional essential guidance and measures for the formation and worldwide employment of joint forces. It is an excellent resource tool for the J-1 that provides a generic template and checklists to organize a joint task force headquarters. The SOP provides a checklist for the task, Establish the J-1 (Personnel) Section. Let 's review some of the steps.
NOTE: This is a build slide that the instructor must review prior to classroom instruction. With each click, walk students through the each step and facilitate a student centered discussion on basic J-1 considerations. Correlate J-1 tasks to HR Core Competencies and Key Functions. A hyperlink for the students to the JTF HQs SOP will appear at the end of the slide.
NOTE: Common JTF HQs SOP Link: https://jdeis.js.mil/jdeis/jel/jtfguide/sop_index.htm
A key factor to effectively transition a single-Service organization from its routine Service-related missions to that of a JTF HQ is creating a joint manning document (JMD) for contingency operations that will define the organization and provide the basis for tasking the individual augmentee requirements.
The commander, JTF, in concert with the establishing commander 's staff, develops and organizes a draft JTF JMD that will be forwarded for the supported establishing commander 's validation and approval. This document provides the baseline for JTF HQ staffing and is used for strength reporting, personnel accounting, awards eligibility determination, base support, and a host of other services and functions. The end product of this coordination will be a validated JMD, listing positions by paragraph, line number, duty title, grade, branch of Service, skill/specialty code, security clearance, and special remarks.
Once the tasking message is released, the JTF JMD becomes an official document, the maintenance of which is the responsibility of the establishing command J-1.
HR professionals should understand the fundamental development process for the creation of a JMD, because as either an S-1 or J-1, you could very well find yourself in the middle of such a process.
The Process: During the forming process, the JTF J-1 is tasked with ensuring that critical positions are identified, minimum grade, security clearances and occupational skill requirements are specified for individuals required to man the HQ. The CCDR may have JMD Templates to use as a starting point and as a basis for further refinement. The J-1 as the custodian of the JMD, ensures that each staff section and Functional Component identifies their specific personnel needs.
Although the JMD build is a responsibility of the J-1, it is of little value without the input from each staff section of the Headquarters. Only the staff sections can identify their specific personnel requirements. The JMD must be forwarded to each staff section to ensure that their manning requirements are properly addressed. The J-1 must ensure that the organization gets the right people in each position to accomplish the mission.
After each section identifies its requirements, the J-1 consolidates the inputs and forwards them to the CJTF. After the CJTF approves the proposed JMD, the requirements are forwarded to the supported Combatant Commander. Each additional requirement over those already identified in the templates should always be justified.
The CCDR J-1 coordinates validation of the requirements. Once validated by the CCDR, the CCDR
J-1 will begin filling the line numbers to flesh out the JTF Staff. The Combatant Command is a vital player in the development process. Close coordination is necessary to ensure all needs can be met.
NOTE: Provide students with the primary reference for JMD issues: JP 1-0 (Chapter IV and Appendix F for IA 's) and the CJCSI 1301.01C.
The JMD is utilized by the JTF to identify joint manning requirements. It is very similar to any organization 's TOE. Just like any other staff, when fully formed, the JTF staff will be composed of appropriate members in key positions of responsibility. The JMD as a document is basically a large spreadsheet which provides the baseline for JTFHQ staffing and is used for tracking purposes, accountability, awards eligibility determination, base support, etc. The JMD lists positions by paragraph, line number, duty title, grade, branch of Service, skill/specialty code, security clearance, and other information listed below. The JMD becomes a Joint Force 's “official” manning document upon release of the tasking message. The establishing command J-1 maintains this document.
NOTE: At a minimum, the JMD must contain the following critical elements: line number, duty description, grade, skill/specialty, security clearance, source or service, and remarks (special skills).
Because JTF 's are usually not standing organizations and are normally ad hoc built around a Service core headquarters, augmentation of personnel must usually come from other branches of the Services in order to adequately represent the diverse capabilities of the JTF. This presents the J-1 with three immediate tasks, based upon sound analysis of the JTF mission:
(1) Determining the manning requirements of the J-1
(2) Assisting the other staff sections with identifying their manning requirements
(3) Forwarding the resulting personnel augmentation requirements to the Combatant Command J-1 for fulfillment (described in more detail on the next slide)
For proper IA tracking purposes, J-1 's will need to work with the appropriate Service components to ensure accuracy of rotation policies. Particular attention should be paid to columns K (Latest Arrival Date); P (Branch of Service); Q (Source); S (Date Reported); and T (Rotation Date). Keep in mind that rotation policies can differ among Service components, therefore the length of a tour could differ with each Service member:
The individual augmentation process flows from the combatant command (after its Service components fill all requirements from internal assets) through its Service components, to the Services with a reclama process through the CJCS to the SecDef when required. Communication, timeliness, and tracking are essential to the success of this process.
Upon receiving the validated JMD from the supported CCDR, the J-1 will start the prioritization and sourcing review process. The J-1 is normally responsible for coordinating the process. During the first phase of the process, the validated JMD is sent to the Service HQ, CSAs and supporting CCDR to identify potential sourcing options. The J-3 will review the JMD positions to ensure a unit or units cannot provide the same capabilities. The J-5 will establish the current global priorities.
CJCSI 1301.01C, Individual Augmentation Procedures, delineates the method to obtain individual augmentees.
NOTE: Inform the students that Special Operations forces requirements are sourced directly through the theater Special Operations Command to the US Special Operations Command (USSOCOM).
NOTE: Conduct a check on learning and summarize the learning activity.
Q What is the purpose of the Joint Manning Document?
A The JMD provides the baseline for JTF HQ staffing and is used for strength reporting, personnel accounting, awards eligibility determination, base support, and a host of other services and functions.
Q What is the role of the Individual Augmentees (IA)?
A IAs fill unfunded temporary duty positions identified on a JMD by a supported Combatant Commander to augment staff operations during contingencies. IAs includes positions at permanent organizations required to satisfy a "heightened" mission in direct support of contingency operations. Either Active or RC personnel can fill IA positions.
Q What is a SJFHQ (CE)?
A Standing Joint Force Headquarters - Core Element- is a full-time joint team, cross-functionally organized C2 element within the geographic combatant command (GCC) staff that has a daily focus on warfighting readiness.
Executive Branch, Joint and DOD Organizational Roles
J-1 Manpower and Personnel
Joint Task Force Formation
NOTE: Review TLO with students.
ACTION: Manage Joint Human Resources (HR) Operations
CONDITIONS: Given classroom instruction and Joint Publication (JP) 1-0 (Personnel Support to Joint Operations)
STANDARD: Students will meet the standard when they correctly:
1. Identify Executive Branch, Joint, and Department of Defense (DOD) organizational roles in support of national defense
2. Communicate the primary manpower and personnel responsibilities of a Joint Task Force J-1
3. Explain the Joint Manning Document (JMD) process, structure, and format