U.S. VOLUNTEERS JOINT SERVICES COMMAND

U.S. VOLUNTEERS JOINT SERVICES COMMAND STAFF DOCTRINE ORGANIZATION RESPONSIBILITIES April 2007 COMMAND AND STAFF PROCEDURES

1. GENERAL 1.1. OBJFCTIVE. This Handbook is designed to serve as a reference for the USV-JSC staff officers and commanders on staff doctrine, staff organization, individual staff responsibilities and staff procedures. 1.2. SCOPE. 1.2.1. The material contained herein is applicable to instructional problems covering boots on graves operations as well as emergency services operations. 1.2.2. The information provided relates to staff operations at all levels of USV-JSC. Staff operations at all levels are similar. 2. STAFF DOCTRINE (Command and Staff Relationship) 2.1. COMMAND. 2.1.1. Command is the authority that a commander in the military service exercises over his subordinates by virtue of his rank or assignment. Command includes the authority and responsibility for effectively using available resources, planning, organizing, directing, coordinating, and controlling military forces for the accomplishment of assigned missions. Command also includes responsibility for health, welfare, morale, training, and discipline of assigned or attached personnel. 2.1.2. The commander alone is responsible for all that a unit does or fails to do. He can delegate authority but not responsibility. He is assisted in performing command functions by subordinate commanders and a staff. In larger units it is physically impossible for the commander to personally handle the numerous tasks associated with the efficient management and control and still command the unit effectively. Therefore, he must delegate performance of some of his duties to staff officers. This does not relieve the commander of responsibility for everything his unit (including the staff) does or fails to do. 2.1.3. The commander discharges his responsibility through an established chain of command which is the succession of commanding officers from superior to a subordinate and vice versa. The commander commands the staff, but the chief of staff or executive officer directs and supervises it. The staff is not in the chain-of-command, however, staff officers act for the commander as he directs or delegates. 2.2. STAFF. 2.2.1. The primary purpose of a staff is to assist the commander and subordinate commanders in the dispatch of command responsibilities. To accomplish this, staffs or staff officers are assigned specific areas of responsibility and delegated the authority to take final action on matters within command policy in their respective areas. The complexity and tempo of various operations prevent a commander from personally accomplishing or even supervising all of the tasks involved in the employment of his unit. Thus a staff which possesses a thorough knowledge and understanding of the commander's concepts and mode of 2

operation is capable of acting with complete confidence in the commander's absence. This kind of efficiency frees the commander to devote more of his attention to maintaining personal contact with his commanders in various regional headquarters and/or performing elements. The staff, like the commander, must understand the units of the command; their situations, capabilities, limitations, and character. The goal of the staff is to do everything possible to conserve the resources of the command, maximize troop efficiency, and enhance troop performance. 2.2.2. Basic staff functions are: Provide information, estimate, recommend, prepare plans and orders, and supervise. 2.2.2.1. Staff sections must continuously collect, collate, analyze and disseminate information. Information is gathered from all available sources; it is the result of a plan--not chance. This information must be rapidly processed to provide the commander with data that is pertinent and in a useable form for decision making. It must be quickly and carefully disseminated within the staff and to units that need it. 2.2.2.2. The estimate is continuous. It is based on all available information. Staff estimates are expert evaluations which consider all contingencies that may affect a planned course of action. Staff estimates are presented informally to the commander, as required. 2.2.2.3. The staff anticipates the commander s actions. It also anticipates the actions that may take place in its area of operation. It is normal procedure for the staff to anticipate events and the availability of resources, thus helping the commander to reduce reaction time when changes in the situation occur. 2.2.2.4. The staff informs the commander, other members of the staff, and subordinates, adjacent and higher headquarters through formal military briefings and informal meetings. The information provided is timely and oriented to the needs of the recipient. 2.2.2.5. The staff makes recommendations to the commander as to policy and as to actions to be taken and orders to be issued. They produce alternatives and list tradeoffs. These recommendations follow informal and timely staff coordination. They cue the commander on when to change the mission, the operation area, force assignment, or priority of resources. 2.2.2.6. The staff prepares and issues the orders for the commander to insure that all necessary details are coordinated and action are initiated according to his plan. Warning orders alert elements and provide time to prepare for action. Fragmentary orders effect change to basic plans and orders and provide implementation instructions to changes in the situation. 2.2.2.7. The staff supervises the execution of the commander s decision and determines the ability to accomplish the mission with the resources on hand. This supervision relieves the commander of such detail. The progress and effectiveness of the execution is closely watched to insure that maneuver, mission support, and mission service support systems act in concept and in complementary fashion. 3

3. STAFF ORGANIZATION 3.1. GENERAL. There are three types of staff groups: Coordinating Staff; Special Staff and Personal Staff. At Battalion, Group and Brigade level the personal staff only consists of the Command Sergeant Major (CSM). 3.1.1. Chief of Staff (Executive Officer). The CofS/XO is the commander s principal staff officer. He directs staff task, conducts staff coordination, and ensure efficient and prompt staff response. 3.1.2. Coordinating Staff. The coordinating staff consists of the J1/G1/S1 (Personnel), ASIC (All Source Information Center), J3/G3/S3 (Operations), J4/G4/S4 (Logistics), and J5/G5/S5 (Civil-Military Operations), J6/G6/S6 (Communication-Electronic). They are principal assistants to the commander, having broad fields of interest, and exercise staff supervision over the activities of the special staff. They help the commander coordinate and supervise the execution of plans, operations, and activities. Collectively, through the CofS/XO, they are accountable for the commander s entire field of responsibilities. 3.1.3. The Special Staff Group. The special staff consists of members who assist the commander and coordinating staff in professional, technical, and other functional areas included in, but narrower than, the broad fields of interest of coordinating staff officers. They are mostly related to technical, administrative, and branch matters. The special staff at all levels consists of the headquarters commandant, resource manager, dental surgeon, adjutant general, dental surgeon, equal opportunity advisor, finance officer, surgeon, veterinary officer, protocol officer, engineer coordinator, safety officer, and transportation officer and liaison officer. 3.1.4. Personal Staff Group. Personal staff members work under the commander s immediate control. They also serve as special staff officers as they coordinate actions and issues with other staff members. When performing their duties as special staff officers, these personal staff officers usually work through the CofS and under a specific coordinating staff officer for coordination and control purposes. Typical personal staff members include the chaplain, inspector general (IG), public affairs officer (PAO), and staff judge advocate (SJA). Members may perform some duties as personal staff officers and some as special staff officers or members of a coordinating staff section. 3.1.5. Organization. All staff organizations at national through battalion levels use a basic model to begin the organization of their staff. Each commander then tailors his staff according to his specific needs. A unit commanded by a general officer has a G staff. A unit commanded by a colonel or below has an S staff. Joint services commands have a J staff. 4. STAFF RESPONSIBILITIES. 4.1. Command Group 4.1.1. Commanding Officer. 4

4.1.1.1. The commander is responsible for all that the members of the command does or fail to do. He can delegate authority but not responsibility. He is assisted in performing command functions by subordinate commanders and staff. 4.1.1.2. As the command grows in size it is physically impossible for the commander to personally handle the numerous tasks associated with the efficient management and control and still command the organization effectively. Therefore, he must delegate performance of some of his duties to staff officers. This does not relieve the commander of responsibility for everything his organization (including the staff) does or fail to do. 4.1.1.3. The commander discharges his responsibility through an established chain of command which is the succession of commanding officers from superior to a subordinate and vice versa. The commander commands the staff, but the chief of staff (CofS) or executive officer (XO) directs and supervises it. The staff is not in the chain-of-command, however, staff officers act for the commander as he directs or delegate. 4.1.2. Chief of Staff 4.1.2.1. The CofS is the commander s principal staff officer. 4.1.2.2. He directs staff tasks, conducts staff coordination, and ensures efficient and prompt staff response. 4.1.2.3. The CofS oversees coordinating and special staff officers. 4.1.2.4. He formulates and announces Staff Operating Policies. 4.1.2.5. The CofS ensures that the Commander and Staff are informed on Matters Affecting the Command. 4.1.2.6. He represents the Commander, when authorized. 4.1.2.7. The CofS is responsible for the Master Policy File. 4.1.2.8. He ensures that required liaison is established. 4.1.2.9. He assigns definite responsibilities and transmits the commander s decision to the staff and to subordinate commanders when applicable in the name of the commander. This does not preclude staff members dealing directly with the commander. However, a staff officer is obligated to inform the CofS/XO of instructions or requirements received from the commander. 4.1.2.10. The following special staff officers are the coordinating staff responsibility of the CofS: 4.1.2.10.1. Special Troops Commander. 4.1.2.10.2. Secretary of the General Staff (SGS). 4.1.2.10.3. Resource Manager (RM). 4.1.3. Secretary of the General Staff (SGS) 4.1.3.1. Acts as executive officer for the chief of staff 4.1.3.2. The SGS is responsible for: 4.1.3.2.1. Receiving officials visiting the headquarters to confer with the commander, chief of staff, or ACoSs. 4.1.3.2.2. Planning and supervising selected conferences chaired by the commander and the chief of staff 5

4.1.3.2.3. Directing development and monitoring execution of itineraries for distinguished visitors to the headquarters 4.1.3.2.4. Acting as the informal point of contact for LNOs 4.1.3.2.5. Monitoring the preparation for, and execution of, all official social events and ceremonies involving the commander and the chief of staff 4.1.3.2.6. Performing other duties that the chief of staff may assign. 4.2. Coordinating Staff Group 4.2.1. Assistant Chief of Staff, J1, (Personnel). The personnel officer is the principal staff officer for all matters, which include personnel readiness, personnel services, and headquarters management. A personnel officer is located at every echelon from battalion through corps. The areas and activities that are the specific responsibility of the J1 (G1) (S1) follow: 4.2.1.1. Manning, which involves: 4.2.1.1.1. Personnel readiness management, which includes analyzing personnel strength data to determine current capabilities, in coordination with the J3. 4.2.1.1.2. Projecting future requirements. 4.2.1.1.3. Unit strength maintenance, including monitoring, collecting, and analyzing data affecting volunteers readiness (such as morale, organizational climate, commitment, and cohesion). 4.2.1.1.4. Monitoring of unit strength status. 4.2.1.1.5. Development of plans to maintain strength. 4.2.1.1.6. Personnel replacement management, which includes receiving, accounting, processing, and delivering personnel. 4.2.1.1.7. Advising the commander and staff on matters concerning individual replacements and the operation of the replacement system. 4.2.1.1.8. Preparing estimates for personnel replacement requirements based on estimated losses, and foreseeable administrative losses. 4.2.1.1.9. Preparing plans and policies to govern the assignment of replacement personnel. 4.2.1.1.10. Requesting and allocating individual replacements according to J3 (G3) (S3) priorities. 4.2.1.1.11. Integrating the personnel replacement plan from the J1 (G1) (S1) with the equipment replacement plan from the J4, (G4), (S4) and with the training plan from the J3 (G3) (S3). 4.2.1.1.12. Coordinating and monitoring readiness processing, movement support, and the positioning of replacement-processing units. 6

4.2.1.1.13. Retention. 4.2.1.2. Health and personnel service support, which involves: 4.2.1.2.1. Staff planning and supervising, including morale support activities, including recreational and fitness activities. 4.2.1.2.2. Community and family support activities and programs. 4.2.1.2.3. Quality-of-life programs. 4.2.1.2.4. Postal operations. 4.2.1.2.5. Awards programs. 4.2.1.2.6. Administration of discipline. 4.2.1.2.7. Personnel service support, including finance, record keeping, Insurance, religious support, legal services, and command information. 4.2.1.2.8. Assessment of the status of morale and recommendation of programs to enhance low morale. 4.2.1.3. Headquarters management, which includes: 4.2.1.3.1. Managing the organization and administration of the headquarters: 4.2.1.3.2. Recommending manpower allocation. 4.2.1.3.3. Coordinating and supervising movement, internal arrangement, space allocation, and administrative support. 4.2.1.4. Staff planning and supervision over: 4.2.1.4.1. Administrative support for staff to include counseling and personal affairs. 4.2.1.4.2. Administration of discipline, and law and order (in coordination with the 3 section (PM), including request for transfers, rewards and punishments. 4.2.1.4.3. Recommending of information requirements of ASIC. 4.2.1.5. Coordination of staff responsibility for the following special staff officers: 4.2.1.5.1. Adjutant general. 4.2.1.5.2. Dental surgeon. 4.2.1.5.3. Equal opportunity advisor. 4.2.1.5.4. Finance officer. 4.2.1.5.5. Surgeon. 4.2.1.5.6. Veterinary officer. 7

4.2.1.6. Coordination of staff responsibility for the following special and personal staff officers (when coordination is necessary): 4.2.1.6.1. Chaplain. 4.2.1.6.2. Inspector general. 4.2.1.6.3. Public affairs officer. 4.2.1.6.4. Staff judge advocate. 4.2.2. Assistant Chief of Staff, ASIC. The ASIC is responsible for the following: 4.2.2.1. Emergency information which involves: 4.2.2.1.1. Disseminating information to commanders and others users in a timely manner. 4.2.2.1.2. Collecting, processing, and disseminating information. 4.2.2.1.3. Conducting and coordinating information preparation of emergency operations. 4.2.2.1.4. Recommending unit area of interest and assisting the staff in defining unit area of operation. 4.2.2.1.5. Determine map requirements and managing the acquisition and distribution of map and terrain products in coordination with the J3 (G3) (S3), who is responsible for map and terrain product production. 4.2.2.1.6. Coordinating automation management, network management, and information security. 4.2.2.2 Managing and controlling the use of information network capability and network services from the power projection sustaining base to the lowest echelon in the command. 4.2.2.3. Security operation, which involves: 4.2.2.2.1. Supervising the command and personnel security program. 4.2.2.2.2. Evaluating physical security vulnerabilities to support the J3 (G3) (S3) 4.2.2.3. Staff planning and supervision over the special security office. 4.2.2.4. ASIC training, which involves, 4.2.2.4.1. Preparing the command information training plan and integrating information, operational security into other training plans. 4.2.2.4.2. Exercising staff supervision of information support to the command s information training program. 4.2.2.4.3. Coordination of staff responsibility for the special staff weather officer. 8

4.2.3. Assistant Chief of Staff, J3 (G3) (J3), Operations. The Assistant CofS, J3 (G3) (S3) is the principal staff officer for all matters concerning training, operations and plans, and force development and modernization. The areas and activities that are the specific responsibility of the J3 (G3) (S3) follow: 4.2.3.1. Training, which involves: 4.2.3.1.1. Developing the command strategic yearly training program (YTP). 4.2.3.1.2. Preparing and supervising the execution of training within the command. 4.2.3.1.3. Preparing the training guidance for the commander s approval and signature. 4.2.3.1.4. Documenting command training accomplished and qualifications earned. 4.2.3.1.5. Identifying training requirements based on the unit s mission-essential task list (METL) and training status. 4.2.3.1.6. Determine requirements for and allocation of training resources. 4.2.3.1.7. Organize and conduct internal schools and obtain an allocation quota for external schools. 4.2.3.1.8. Planning and conducting training inspections, test, and evaluations. 4.2.3.1.9. Assist in developing and training the unit s (METL). 4.2.3.1.10. Compile emergency service records and reports as appropriate. 4.2.3.1.11. Maintain a unit training library. 4.2.3.1.12. Prepare documentation in support of training awards for the commander s review. 4.2.3.1.13. Submit applications for awards. 4.2.3.2. Operations and plans, which involve: 4.2.3.2.1. Planning, coordinating, and supervising, authenticating, publishing, and distributing the command standing operating procedures (SOP), operation plans (OPLAN), and operation orders (OPORD), fragmentary orders (FRAGOs), and warning orders (WARNOs) to which other staff sections contribute. 4.2.3.2.2. Planning, coordinating, and supervising exercises. 4.2.3.2.3. Planning and coordinating regional, brigade, group, battalion and company conferences. 4.2.3.2.4. Reviewing plans and orders of subordinate units. 4.2.3.2.5. Synchronizing tactical operations with all staff sections. 4.2.3.2.6. Reviewing entire OPLANs and OPORDs for synchronization and completeness. 4.2.3.2.7. Ensuring necessary support requirements are provided when and where required. 4.2.3.2.8. Planning troop movement, including route selection, priority of movement, timing, providing of security, bivouacking, quartering, staging, and preparing of movement orders. 9

4.2.3.2.9. Recommending priorities for allocating critical command resources, such as, but not limited to: 4.2.3.2.9.1. Time (available planning time). 4.2.3.2.9.2. Personnel and equipment replacement. 4.2.3.2.9.3. Electronic frequencies and secure key lists. 4.2.3.2.10. Requisition replacement units through operational channels. 4.2.3.2.11. Establish criteria for reconstitution operations. 4.2.3.2.12. Participating in course of action developments. 4.2.3.2.13. Furnishing priorities for allocation of personnel, after coordinating with J1. 4.2.3.2.14. Recommending the general locations of command posts. 4.2.3.2.15. Recommending task organization and assigning mission to subordinate elements, including: 4.2.3.2.15.1. Developing, maintaining, and revising the troop list. 4.2.3.2.15.2. Organizing and equipping units, including estimating the numbers and types of units to be organized and the priority for phasing in or replacing personnel and equipment. 4.2.3.2.15.3. Assigning, attaching, and detaching units, detachments, or teams. 4.2.3.2.15.4. Receiving units, detachments, or teams, including orienting, training, and reorganizing them as necessary. 4.2.3.3. Force development and modernization, which involve: 4.2.3.3.1. Reviewing, analyzing, and recommending a planned or programmed force structure. 4.2.3.3.2. Processing procedures for unit activation, inactivation, establishment, discontinuance, and reorganization (force accounting). 4.2.3.3.3. Fielding new equipment systems (force modernization). 4.2.3.3.4. Evaluating the organization structure, functions, and workload of members to ensure their proper use and requirements (manpower utilization and requirements). 4.2.3.3.5. Allocating manpower resources to subordinate commands within established ceilings and guidance (manpower allocation). 4.2.3.3.6. Developing and revising unit force data for documenting any changes to the (Modification Table of Organization and Equipment (MTOE) and modification table of distribution and allowances (MTDA). 4.2.3.3.7. Planning and conducting formal, on-site manpower and equipment surveys. 4.2.3.3.8. Recording and reporting data for information, planning and programming, allocation and justification (manpower reports). 4.2.3.4. Staff planning and supervision over: 4.2.3.4.1.OPSEC, including analyzing the OPSEC posture of the command, determining essential elements of friendly information and OPSEC vulnerabilities, coordinating SIGSEC measures with the J6 (G6) (S6), conducting OPSEC surveys, and evaluating effectiveness of force protection measures. 4.2.3.4.2. Force protection. 10

4.2.3.4.3. Rear operations (J3 (G3) (S3) prepares the rear operations annex). 4.2.3.4.4. Discipline, and law and order (coordinates with the J1 (G1) (S1) on administrative procedures dealing with discipline, law and order). 4.2.3.4.5. Activation and deactivation of units. 4.2.3.4.6. Mobilization and demobilization. 4.2.3.5. Coordination staff responsibility for the following special staff officers: 4.2.3.5.1. Aviation Coordinator 4.2.3.5.2. Historian 4.2.3.5.3. Liaison Officer (LNO) 4.2.3.5.4. Psychological operations officer 4.2.3.5.5. Safety Officer 4.2.3.5.6. Special operations coordinator. 4.2.4. Assistant Chief of Staff, J4 (G4) (S4), Logistics. The J4 (G4) (S4) is the principal staff officer for coordinating the logistics integration of supply, maintenance, transportation, and services for the command. 4.2.4.1. Logistics operation and plans (general), which involves: 4.2.4.1.2. Developing with the J3 (G3) (S3) the logistics plan to support operations. 4.2.4.1.2. Coordinate with the J3 (G3) (S3) and J1 (G1) (S1) on equipment replacement personnel and units. 4.2.4.1.3. Coordinating with supporting unit commander on the current and future support capability of that unit. 4.2.4.1.4. Coordinating the selection and recommending of main supply routes and logistic support areas, in coordination with the ENCOORD, to the J3 (G3) (S3). 4.2.4.1.5. Recommending command policy for collection and disposal of excess property and salvage. 4.2.4.1.6. Participating in meetings. 4.2.4.2. Supply, which involves, 2.4.2.1. Determining supply requirements (except for medical requirements). This function is shared with the support unit commander and the J3. 4.2.4.2.2. Recommending support and supply priorities and controlled supply rates for publication in OPLANs and OPORDs. 4.2.4.2.3. Coordinating all classes of supply used by USV-JSC, except Class Viii (medical), according to commander s priorities. Class VIII is coordinated through medical supply channels. 4.2.4.2.4. Coordinating the requisition, acquisition, and storage of supplies and equipment, and the maintenance of material records. 4.2.4.2.5. Ensuring that accountability and security of supplies and equipment are adequate. 11

4.2.4.2.6. Coordinating and monitoring the collection and distribution of excess, surplus, and salvage supplies and equipment. 4.2.4.3. Maintenance, which involves: 4.2.4.3.1. Monitoring and analyzing the equipment-readiness status. 4.2.4.3.2. Determine with the support command, maintenance workload requirements (less medical). 4.2.4.3.3. Coordinating with the support command, equipment recovery and evacuation operations. 4.2.4.3.4. Determine maintenance time lines. 4.2.4.4. Transportation, which involves: 4.2.4.4.1. Conducting operational and tactical planning to support movement control and mode and terminal operations. 4.2.4.4.2. Coordinate all transportation assets for the command. 4.2.4.4.3. Coordinating special transport requirements to move the command post. 4.2.4.4.4. Coordinate with the J3 for logistics planning of special troop movement 4.2.4.5. Services, which involve: 4.2.4.5.1. Coordinate the acquisition of facilities for headquarters and training. 4.2.4.5.2. Coordinate field sanitation. 4.2.4.5.3. Coordinating actions for establishing an organizational clothing and individual equipment operation for exchange and for replacing field equipment 4.2.4.5.4. Coordinating or providing food preparation, water purification, and clothing and light textile repair. 4.2.4.6. Staff planning and supervision, over: 4.2.4.6.1. Coordination with SJA on legal aspects of contracting. 4.2.4.6.2. Coordinating with the resource management (RM) officer and finance officer on the financial aspects of contracting. 4.2.4.6.3. Real property control. 4.2.4.6.4. Food service. 4.2.4.6.5. Bath and laundry services and clothing exchange. 4.2.5. Assistant Chief of Staff, J5 (G5) (S5), Civil-Military Operations: The J5 (G5) (S5) is the principal staff officer for all matters concerning civil-military operations (CMO). The activities that are the specific responsibilities of the J5 (G5) (S5) follows: 4.2.5.1. Civil-military operations, which involves: 4.2.5.1.1. Advising the commander of the civilian impact on military operations. 4.2.5.1.2. Advising the commander on his legal and moral obligation concerning the impact of military operations on the local 12

populace (economics, environment, and health) for both the short and long term. 4.2.5.1.3. Advising the commander on the employment of other military units that can perform CMO missions. 4.2.5.1.4. Establishing and operating a civil-military operation center (CMOC) to maintain liaison with and coordinate the operations of other US government agencies and nongovernmental, private voluntary organizations in the area of operation. 4.2.5.1.5. Planning positive and continuous community relations programs to gain and maintain public understanding and good will, and to support military operations. 4.2.5.1.6. Coordinate with the PAO and the J3 (G3) (S3) to ensure disseminated information is no contradictory. 4.2.5.1.7. Identifying and assisting the J6 (G6) (S6) with coordination for use of local communication systems. 4.2.5.1.8. Coordinating with the J3 (G3) (S3) the planning of the control of civilian traffic in the area of operation. 4.2.5.1.9. Assisting J3 (G3) (S3) with information operations. 4.2.5.1.10. Identifying and assisting the J4 (G4) (S4) with coordinating for facilities, supplies, and other materials resources available from the local civil sector to support operations. 5.2.5.2. Staff planning and supervision over: 4.2.5.2.1. Attached civil affairs (CA) units. 4.2.5.2.2. Support to civil action projects. 4.2.5.2.3. Protection of culturally significant sites. 4.2.5.2.4. Humanitarian civil assistance and disaster relief. 4.2.5.2.5. Emergency food, shelter, clothing, and fuel for local civilians. 4.2.5.2.6. Public order and safety as it applies to USV-JSC operations. 4.2.6. Assistant Chief of Staff, J6 (G6) (S6), Communication- Electronic (C-E) Officer. The J6 (G6) (S6) is the principal staff officer responsible for advising on all C-E matters including the following: 4.2.6.1. Signal Operations, which involves: 4.2.6.1.1. Managing radio frequency allocations and assignments and providing spectrum management. 4.2.6.1.2. Managing the production of user directories and listings. 4.2.6.1.3. Recommending signal support priorities for force information operations. 4.2.6.1.4. Recommending locations for command posts (CP) within information workspace. 4.2.6.1.5. Coordinating, updating, and disseminating the command frequency lists. 4.2.6.1.6. Managing all signal support interfaces with joint and outside forces. 13

4.2.6.1.7. Managing communications protocols, and coordinating user interfaces of defense information system networks (DISNs) and command and control systems down to battalion tactical internets. 4.2.6.1.8. Internal distribution, message services, and document reproduction. 4.2.6.1.9. Ensuring redundant signal means are available to pass time-sensitive command information from collections to processors and between medical units and supporting medical laboratories. 4.2.6.1.10. Developing and implementing signal plans, programs, and directives in close coordination and support of command, operations, and emergency services. 4.2.6.1.11. Coordinating communications plans and programs with other staff agencies and with subordinate and higher headquarters. 4.2.6.1.12. Developing detailed operating procedures for communications operations and guidance to subordinate and higher headquarters. 4.2.6.1.13. Developing communication training programs. 4.2.6.1.14. Preparing the C-E annex to SOPs, Operation Orders and plans. 4.2.6.1.15. Collect and report data to determine the effectiveness of communication operations. 4.2.6.1.16. Monitor unit communications. 4.2.6.1.17. Establish programs to maintain and operate unit radio equipment. 4.2.6.1.18. Coordinate communications conferences, meetings, and workshops. 4.2.6.2. Automation management, which include: 4.2.6.2.1. Managing the employment automation (hardware, software) supporting the force, including the operations of the automation management office (AMO). 4.2.6.2.2. Establishing automation systems administration procedures for all automation software and hardware employed by the force. 4.2.6.2.3. Coordinating the configuration of local area networks that support the force. 4.2.6.3. Information security, which include: 4.2.6.3.1. Managing communications security (COMSEC) measures, including the operation of the information System Security Office (ISSO) of the signal support elements. 4.2.6.3.2. Establishing automation system security for all automation software and hardware employed by the command. 4.2.6.3.3. Recommending command and control (C2) protect priority information requirements. 4.2.6.4. Staff planning and supervision over: 4.2.6.4.1. The command s signal support network. 4.2.6.4.2. Activities of the signal office. 14

4.3. Special Staff Group. The number of special staff officers and their duties and responsibilities vary with the level of command, the authorization, the desires of the commander, and the size of the command. If, at a given echelon a special staff officer is not assigned, the corresponding coordinating staff officer assumes those responsibilities as necessary. 4.3.1. Resource Manager/Comptroller. The resource manager (comptroller) is the special staff officer responsible for budget preparation and resource management (RM) analysis and implementation for the command. Besides his common staff responsibilities, the resource manager s/comptroller s specific responsibilities, are as follows: 4.3.1.1. Supervises the development, including the training resource synchronization, evaluation, revision, defense, and execution, of the command budget estimate and the program objective memorandum (POM), 4.3.1.2. Establishes plans, policies, and procedures for developing and implementing the command's budget. 4.3.1.3. Provides assistance to the staff on budget methods and formats; techniques of preparation, resource synchronization, presentation, and analysis; and development of workload information, expense (cost) factors, cost capturing, and statistics. 4.3.1.4. Provides financial planning and assistance during the transition to emergency operations and throughout the conflict, including redeployment and mobilization. 4.3.1.5. Provides fund ceilings to subordinate units. 4.3.1.6. Monitors execution of funded programs. 4.3.1.7. Coordinates required program budget activity meetings. 4.3.1.8. Identifies funding sources for operations; acquires, reprograms, controls, and distributes funding authority to subordinate resource management officers and to ordering officers. 4.3.1.9. Oversees cost capturing for operations to support requests for funding authority for operations and requests to replace funds to support an operation. 4.3.1.10. Develops policies, procedures, and techniques to ensure the most cost-advantageous and effective methods of purchasing commercial products and services within fiscal and regulatory constraints. 4.3.1.11. Monitors administrative controls for accounting and reporting receipt and disbursement of public funds, including special contingency funds. 4.3.1.12. Develops and maintains effective financial and management controls, procedures, and systems for the best use of resources. 4.3.1.13. Develops policies, procedures, and techniques for 15

governing the establishment, maintenance, and operation of the command's budget accounting system. 4.3.1.14. Implements resource control procedures and serves as the primary fund certifying officer. 4.3.1.15. Conducts audits of certain non-appropriated funds, 4.3.1.16. Performs chief financial officer training and reviews, and audit compliance services. 4.3.1.16. Supervises the implementation of RM policies. 4.3.1.17. Performs real-time audits of command systems, procedures, and internal controls to ensure their proper implementation and effective operation. 4.3.1.18. Develops and implements an internal review program to safeguard, account for, properly use, and care for resources available for accomplishing the command's mission. 4.3.1.19. Provides integrated and independent progress statistical reports and analyses of command programs. Examples are qualitative evaluations of programs made in meeting programmed objectives and effective use of resources to support rather than detract from command s missions. 4.3.1.20. Develops a zero-based budget using acceptable accounting procedures. 4.3.2. Special Troops Commander. The special troops commander is the special staff officer responsible for OPCON over members assigned to the specific headquarters who are not assigned or attached to subordinate commands. Besides his common staff responsibilities, the special troops commander is responsible for these areas and activities: 4.3.2.1. Local security of the headquarters 4.3.2.2. Arrangement and movement of the headquarters 4.3.2.3. Training and morale activities for headquarters personnel 4.3.2.4. Food service, quartering, medical support, and supplying of headquarters personnel 4.3.2.5. Reception and accommodation of visitors to the headquarters 4.3.2.6. Motor transportation organic to or allocated for use by the headquarters 4.3.2.7. Provision of protective areas for headquarters personnel 4.3.2.8. Supervision of maintenance of equipment organic to or allocated for use by the headquarters. 4.3.2.9. Comply with all policies, regulations, and directives of headquarters and require the same compliance by all members of the headquarters troops. 4.3.2.10. Promote objectives and purposes of USV-JSC by encouraging the achievement of established goals and programs by all units and by establishing new goals and programs within his or her area of command in support of the national organization s objectives. 16

4.3.2.11. Establish plans, policies, and procedures necessary to the proper conduct special troops affairs that are not in conflict with policies and directives. 4.3.2.12. Inform the chief of staff of progress toward achievement of objectives, notable accomplishments, problem areas and other matters of interest. 4.3.2.13. Ensure the safety of personnel and equipment through effective policy guidance regarding safety procedures on equipment utilization. 4.3.2.14. Following the national membership development strategy, conduct a continuous search for talent to fill positions within the command. 4.3.2.15. Eliminate members whose continued membership is determined undesirable in accordance with the provisions of USV-JSC Directives. 4.3.2.16. Approve recommendations for awards and decorations for members of the special troops command. 4.3.2.17. Determine meeting dates and attendance requirements for special troops meetings in accordance with policies established by higher headquarters. 4.3.2.18. Ensure that new members are properly introduced to USV-JSC and make frequent checks on their progress. 4.3.2.19. Ensure that special troops command property and funds are safeguarded and accounted for. 4.3.2.20. Ensure proper wear of the uniform and violations are promptly corrected. 4.3.2.21. Ensure that complaints and grievances are resolved fairly, impartially, and promptly. 4.3.2.22. Promote an understanding and appreciation of USV-JSC in the community. 4.3.2.23. Promote military custom and traditions, and emergency services training. 4.3.2.24. Delegate authority and foster an organizational climate of mutual trust, cooperation, and teamwork. 4.3.3. Adjutant General (AG). The adjutant general is the special staff officer responsible for coordinating personnel and administrative services assets and operations. Beside his common staff responsibilities, the AG s specific responsibilities are as follows: 4.3.3.1. Helps the J1 (G1) (S1) prepare and maintain the current personnel estimate of the situation. 4.3.3.2. Assesses current and projected strength data to maintain the readiness posture of units. 4.3.3.3. In accordance with priorities established by the commander, allocates replacements to major subordinate commands. 4.3.3.4. Maintain a personnel information data base. 4.3.4.5. Coordinates the awards program. 17

4.3.4. Dental Surgeon. The dental surgeon is the special staff officer responsible for coordinating dental activities within the command. 4.3.5. Equal Opportunity Advisor (EOA). The equal opportunity advisor is the special staff officer responsible for coordinating matters concerning equal opportunity for USV-JSC members. 4.3.6. Finance Officer. The finance officer is the special staff officer responsible for coordinating and providing finance services to the command. Beside his common staff responsibilities, the finance officer s specific responsibilities are as follows: 4.3.6.1. Provide finance policy and technical guidance. 4.3.6.2. Supervises disbursement of funds. 4.3.6.3. Coordinate local procurement support with the J1 (G1) (S1) for personnel and with the J4 (G4) (S4) for material and services. 4.36.4. Monitors commercial accounts, which involves payment for supplies, equipment, and services procured to support the USV-JSC logistics system. 4.3.7. Surgeon. The surgeon is the special staff officer responsible for coordinating health assets and operations within the command. The surgeon is the coordinating staff responsibility of the J1 (G1) (S1). 4.3.8. Veterinary Officer. The veterinary officer is the special staff officer responsible for coordinating assets and activities concerning veterinary service within the command. A veterinary officer is authorized at regional level and above. 4.3.9. Staff Weather Officer (SWO). The SWO is the coordinating staff responsibility of the ASIC. The SWO is the special staff officer responsible for coordinating operational weather support to tactical commanders and weather service matters. 4.3.10. Engineer Coordinator (ENCOORD). The engineer coordinator is the special staff officer for coordinating engineer assets and operations for the command. The ENCOORD is the coordinating staff responsibility of the J1 (G1) (S1). 4.3.11. Historian. The historian is the special staff officer responsible for coordinating the documentation of the historical activities of the command. The historian is the coordinating staff responsibility of the J1 (G1). 4.3.12. Safety Officer. The safety officer is the special staff officer responsible for coordinating safety activities throughout the command. A safety officer is located at every echelon of command from battalion to national headquarters. The safety officer is the coordinating staff responsibility of the J3 (G3) (S3). 18

4.3.13. Transportation Officer (TO). The (TO) is the coordinating staff responsibility of the J4 (G4) (S4). The (TO) is the special staff officer responsible for coordinating the transportation assets and operations in the command. 4.4. Personal Staff Group. Personal staff officers work under the immediate control of the commander and therefore have direct access to the commander. Personal staff officers also perform duties as special staff officers. The following are personal staff officer: 4.4.1. Command Sergeant Major (CSM) (NO Coordinating Staff Responsibility). The command sergeant major is a member of the commander s personnel staff by virtue of his being the senior noncommissioned officer of the command. The CSM s specific duties are as follows: 4.4.1.1. Provides advice and recommendations to the commander and staff in matters pertaining to enlisted personnel. 4.4.1.2. Executes established policies and standards concerning enlisted personnel s performance, training, appearance, and conduct. 4.4.1.3. Maintains communications with subordinate unit NCOs and other enlisted personnel through NCO channels. 4.4.1.4. Monitors unit and enlisted personnel training and make corrections as necessary. 4.4.1.5. Administers and monitors the unit NCO development program (NCODP) and sergeant s time training (STT). 4.4.1.6. Provides counseling and guidance to NCOs and other enlisted personnel. 4.4.1.7. Develops the unit METL with the commander. 4.4.1.8. Administers and chairs unit selection and soldier boards for enlisted personnel. 4.4.1.9. Performs other duties the commander prescribes, including receiving and orienting newly assigned enlisted personnel and helping inspect command activities and facilities. 4.4.1.10. Monitors and recommends actions as necessary on the morale and discipline of the unit. 4.4.1.11. Coordinates unit security operations. 4.4.2. Aide-De-Camp (No Coordinating Staff Responsibility). The aide-de-camp serves as a personal assistant to a general officer. The rank of the aide-de-camp depends on the rank of the general officer. An aide-de-camp s specific responsibilities are as follows: 4.4.2.1. Provides for the general officer s personal well-being and security and relieves him of routine and time consuming duties. 4.4.2.2. Helps prepare and organize schedules, activities, and calendars. 4.4.2.3. Prepares and executes trip itineraries. 4.4.2.4. Meets and hosts the general officer s visitors at his headquarters or quarters. 19

4.4.2.5. Coordinates protocol activities. 4.4.2.6. Acts as an executive assistant. 4.4.2.7. Supervises other personal staff members (secretaries, assistant aides, enlisted aides, and drivers). 4.4.2.8. Performs varied duties, according to the general officer s desires. 4.4.3. Chaplain (Coordinating Staff Responsibility, ACofS, J1 (G1) (S1). The chaplain is a personal staff officer responsible for coordinating the religious assets and operations within the command. The chaplain is a confidential advisor to the commander for religious matters. A chaplain is located at every located at echelon of command from battalion through national headquarters of USV-JSC. Beside his common staff responsibilities, the chaplain s specific responsibilities are as follows: 4.4.3.1. Advises the commander on the issues of religion, ethics, and moral (as affected by religion), including the religious needs of all assigned personnel. 4.4.3.2. Provides commanders with pastoral care, personal counseling, advice, and the privilege of confidentiality and sacred confidence. 4.4.3.3. Develops and implements the commander s religious support program. 4.4.3.4. Exercises staff supervision and technical control over religious support throughout the command. 4.4.3.5. Provides moral and spiritual leadership to the command and community. 4.4.3.6. Coordinates religious support with unit ministry teams of higher and adjacent headquarters, other services, and coalition partners. 4.4.3.7. Translates operational plans into ministry priorities for religious support. 4.4.3.8. Helps the commander ensure that all personnel have the opportunity to exercise their religion. 4.4.3.9. Performs or provides religious rites, sacraments, ordinances, services, and pastoral care and counseling to nurture the living, care for casualties, and honor the dead. 4.4.3.10. Provides religious support to the command and community to include confined or hospitalized persons. 4.4.3.11. Trains, equips, supervises, and supports the subordinate chaplain and the chaplain assistant. 4.4.4. Inspector General (IG) (Coordinating Staff Responsibility, ACofS, J1 (G1) (J1)). The inspector general is a personal staff officer responsible for advising the commander on the overall welfare and state of discipline in the command. Beside his common staff responsibilities, 20

the IG s specific responsibilities are to create an independent and objective system that: 4.4.4.1. Resolves problems affecting the USV-JSC mission promptly and objectively. 4.4.4.2. Inquire into and report on matters about the performance of the mission, state of discipline, efficiency, and economy by conducting inspections, investigations, surveys, and studies as directed by the commander. 4.4.4.3. Monitor trends, both positive and negative, in all activities. The IG serves as confidential advisor to the commander. 4.4.4.4. Consult with staff sections, as appropriate, to obtain items for the special attention of inspectors and to arrange for technical assistance. 4.4.4.5. Advise staff sections concerning matters noted during inspections and furnish extracts of inspection reports of direct interest to the particular staff section. 4.4.4.6. Receive, investigate, and report on allegations, complaints, and grievances of individuals and agencies. 4.4.4.7. Evaluate actions taken on inspection findings, observations, and recommendations to ensure adequacy. 4.4.4.8. Advise the commander on the releasability of information from IG reports of inspections or investigations. 4.4.4.9. Ensure inspector general, inspector general staff members, and investigating officers are trained to conduct thorough, unbiased investigations and inspections. 4.4.4.10. Create an atmosphere of trust in which issues can be objectively and fully resolved without retaliation or the fear of reprisal. 4.4.4.11. Educate USV-JSC members and commanders regarding the privileges of and protection for those contacting an inspector general. 4.4.4.12. Ensure the existence of responsive complaint and inspection programs characterized by objectivity, integrity, and impartiality. 4.4.5. Public Affairs Officer (PAO) (Coordinating Staff Responsibility, ACofS, J1 (G1) (S1). The PAO is a personal staff officer responsible for understanding and fulfilling the information needs of the USV-JSC members, the command and the public. Beside his common staff responsibilities, the PAO s specific responsibilities are as follows: 4.4.5.1. Release information on unit activities to news media. 4.4.5.2. Publishes unit newsletter or bulletin. 4.4.5.3. Become thoroughly familiar with the membership and activities of the unit and know the wealth of talent among the membership (artists, writers, public speakers, typists, etc.). 21

4.4.5.4. Delegate specific responsibilities to PAO staff according to their interests and abilities, and encourage and guide them as they perform their task. 4.4.5.5. Assign PAO staff as liaisons to other specific media and information outlets in the community, for example: radio, newspaper, television, library, etc. 4.4.5.6. Designate PAO staff as informal liaisons to other staff members to assist with public relations. 4.4.5.7. Designate PAO staff to maintain PAO files on proposed and ongoing projects, procedures for implementing the project, the names and assignments of volunteers, names and phone numbers of contact persons. 4.4.5.8. Establish a PAO staff meeting schedule, typically monthly, or more often as work dictates. 4.4.5.9. Leads the PAO staff in developing a plan for the unit s public relations program. 4.4.5.10. Submit the proposed public relations plan to the commander for approval. 4.4.5.11. Consults regularly with other staff members to coordinate efforts and share information and resources. 4.4.5.12. Reports on PAO staff activities during command briefing. 4.4.6. Staff Judge Advocate (SJA) (Coordinating Staff Responsibility, ACofS, J1 (G1) (S1). The SJA is the commander s personal legal advisor on all matters affecting the morale, good order, and discipline of the command. Beside his common staff responsibilities, the SJA s specific responsibilities are as follows: 4.4.6.1. Provide legal advice to the commander on: 4.4.6.1.1. Military law (DOD directives and USV-JSC regulations). 4.4.6.1.2. Domestic law (US statutes, federal regulations, and state and local laws). 4.4.6.1.3. Environmental laws. 4.4.6.2. Provide legal services in administrative law, claims, contract law, criminal law, legal assistance, environmental law, and operational law. 4.4.6.3. Supervise the administration of military justice. 4.4.6.4. Ensure that throughout the command criminal law matters are handled in a manner that ensures the rights of individuals are protected and the interest of justice are served. 4.4.6.5. Coordinates with the J4 (G4) (S4) on the legal aspects of contracting policies, and drafts requisitions forms and nonstandard local contracts. 22