Joint Publication 0-2

Unified Action
Armed Forces
(UNAAF)

10 July 2001
 The enduring theme, “joint warfare is team warfare,” is an attitude based
on the foundation of joint doctrine that is universally understood and practiced.
This team approach ensures the most effective employment of US forces for
joint warfare. If we are to continue to improve the structure of US forces for
joint warfare, everyone must be involved. Capstone publications Joint Warfare
of the Armed Forces of the United States and this publication, Unified Action
Armed Forces (UNAAF), provide the foundation for all the joint publications.

Unified Action Armed Forces (UNAAF) provides the basic doctrine and policy
governing the unified direction of forces and discusses the functions of the
Department of Defense and its major components. This revision represents the
evolution in US warfighting guidance since the last edition, serves as the policy
document for all command relationships and other authorities directed by law,
and clarifies these relationships. This publication also sets forth the concepts,
relationships, and processes necessary for unified action of joint, interagency,
and multinational operations and specifies fundamental principles and concepts
for joint operations.

The nature of modern warfare demands that we fight as a team. Unified

action resulting from clear command relationships and unity of effort is crucial
to making this possible. Commanders must ensure the widest distribution and
application of this and other supporting joint publications in order to enable
success in joint force employment.

HENRY H. SHELTON
Chairman
of the Joint Chiefs of Staff
 PREFACE

1. Scope publication to restrict the authority of the JFC

from organizing the force and executing the
The principles set forth in this publication mission in a manner the JFC deems most
will be applied to accomplish congressional appropriate to ensure unity of effort in the
intent expressed in the National Security Act accomplishment of the overall mission.
of 1947, as amended, in the Department of
Defense Reorganization Act of 1958, and in 3. Application
the Goldwater-Nichols Department of
Defense Reorganization Act of 1986 (Public a. Doctrine and guidance established in this
Law 99-433). This publication provides basic publication apply to the commanders of
doctrine and policy for unified action and, combatant commands, subunified commands,
together with Joint Publication 1, Joint joint task forces, and subordinate components
Warfare of the Armed Forces of the United of these commands. These principles and
States, serves as the capstone for all US joint guidance also may apply when significant
doctrine. As such, this publication specifies forces of one Service are attached to forces of
the authorized command relationships and another Service or when significant forces of
authority that military commanders can use, one Service support forces of another Service.
provides policy for the exercise of that military
authority, provides doctrine and principles for b. The doctrine and guidance in this
command and control, prescribes guidance for publication is authoritative; as such, it will be
organizing joint forces, and describes policy followed except when, in the judgment of the
for selected joint activities. commander, exceptional circumstances
dictate otherwise. If conflicts arise between
2. Purpose the contents of this publication and the
contents of Service publications, this
This publication has been prepared under publication will take precedence for the
the direction of the Chairman of the Joint activities of joint forces unless the Chairman
Chiefs of Staff. It sets forth doctrine to govern of the Joint Chiefs of Staff, normally in
the unified and joint activities and coordination with the other members of the
performance of the Armed Forces of the Joint Chiefs of Staff, has provided more
United States in unified actions and joint current and specific guidance. Commanders
operations and provides the doctrinal basis for of forces operating as part of a multinational
US military involvement in multinational and (alliance or coalition) military command
interagency operations. It provides military should follow multinational doctrine and
guidance for the exercise of authority by procedures ratified by the United States. For
combatant commanders and other joint force doctrine and procedures not ratified by the
commanders (JFCs) and prescribes doctrine United States, commanders should follow the
for unified actions and joint operations and multinational command’s doctrine and
training. It provides military guidance for use procedures, where applicable and consistent
by the Armed Forces in preparing their with US laws, regulations, and doctrine.
appropriate plans. It is not the intent of this

i
Preface

Intentionally Blank

ii JP 0-2
 TABLE OF CONTENTS

PAGE

EXECUTIVE SUMMARY .......................................................................................... vii

CHAPTER I
DOCTRINE AND POLICY GOVERNING UNIFIED DIRECTION OF FORCES

• Constitutional Foundation ......................................................................................... I-1

• National Strategic Direction ...................................................................................... I-2
• Unity of Effort .......................................................................................................... I-3
• Unified Action .......................................................................................................... I-5
• Objectives ................................................................................................................. I-6
• Roles, Missions, and Functions ................................................................................. I-6
• Chain of Command ................................................................................................... I-6
• The Combatant Commands ....................................................................................... I-8
• The Military Departments, Services, and Forces ........................................................ I-9
• Relationship Between Combatant Commands and Military Departments,
Services, or Forces ................................................................................................. I-9
• Interagency Coordination ....................................................................................... I-10

CHAPTER II
FUNCTIONS OF THE DEPARTMENT OF DEFENSE AND ITS MAJOR
COMPONENTS

SECTION A. THE DEPARTMENT OF DEFENSE ................................................... II-1

• General .................................................................................................................... II-1
• Organizations in the Department of Defense ............................................................ II-1
• Functions of the Department of Defense ................................................................... II-1
• Functions and Responsibilities Within the Department of Defense ........................... II-1
• Executive Agents ..................................................................................................... II-2

SECTION B. THE JOINT CHIEFS OF STAFF ......................................................... II-2

• Composition and Functions ...................................................................................... II-2
• Chairman of the Joint Chiefs of Staff ........................................................................ II-5
• Vice Chairman of the Joint Chiefs of Staff .............................................................. II-11
• The Joint Staff ........................................................................................................ II-11

SECTION C. COMMON FUNCTIONS OF THE MILITARY DEPARTMENTS

AND SERVICES ....................................................................................................... II-12
• Common Functions of the Military Departments .................................................... II-12
• Common Functions of the Military Services and the United States Special
Operations Command .......................................................................................... II-12

iii
Table of Contents
SECTION D. FUNCTIONS OF THE COMBATANT COMMANDERS ................. II-12
• General .................................................................................................................. II-12
• Assigned Responsibilities ...................................................................................... II-14
• Additional Authority ............................................................................................. II-16
• Authority Over Subordinate Commanders ............................................................. II-16

CHAPTER III
DOCTRINE AND POLICY FOR JOINT COMMAND AND CONTROL

SECTION A. COMMAND RELATIONSHIPS ........................................................ III-1

• General Principles .................................................................................................. III-1
• Command Relationships and Assignment and Transfer of Forces ........................... III-2
• Combatant Command (Command Authority) ......................................................... III-3
• Operational Control ............................................................................................... III-7
• Tactical Control ...................................................................................................... III-8
• Support .................................................................................................................. III-9
• Support Relationships Between Combatant Commanders ..................................... III-10
• Relationships Between Component Commanders ................................................. III-11
• Other Authorities .................................................................................................. III-11
• Command of National Guard and Reserve Forces ................................................. III-12

SECTION B. JOINT COMMAND AND CONTROL ............................................. III-13

• Background ........................................................................................................... III-13
• Command and Control Theory .............................................................................. III-13
• Organization for Joint Command and Control ....................................................... III-17
• Joint Command and Control Support .................................................................. III-18
• National Military Command System ................................................................... III-18
• Nuclear Command and Control System ............................................................... III-18
• Continuity of Operations ..................................................................................... III-19

CHAPTER IV
MULTINATIONAL OPERATIONS

• General .................................................................................................................. IV-1

• Multinational Unity of Effort ................................................................................. IV-1
• Multinational Organizational Structure ................................................................... IV-2
• Command and Control of US Forces in Multinational Operations .......................... IV-4

CHAPTER V
DOCTRINE AND POLICY FOR JOINT COMMANDS

SECTION A. ESTABLISHING UNIFIED, SPECIFIED, AND

SUBORDINATE JOINT COMMANDS .................................................................... V-1
• General ................................................................................................................... V-1
• Unified Command ................................................................................................... V-5
• Specified Command ................................................................................................ V-8
• Subordinate Unified Command ............................................................................... V-9
• Joint Task Force ..................................................................................................... V-10

iv JP 0-2
 Table of Contents
SECTION B. THE COMMANDER, STAFF, AND COMPONENTS
OF A JOINT FORCE ................................................................................................ V-11
• Commander Responsibilities .................................................................................. V-11
• Staff of a Joint Force .............................................................................................. V-12
• Joint Command and Staff Process .......................................................................... V-16
• Service Component Commands ............................................................................. V-16
• Functional Component Commands ........................................................................ V-18

SECTION C. DISCIPLINE AND PERSONNEL ADMINISTRATION ................... V-20

• Responsibility ........................................................................................................ V-20
• Uniform Code of Military Justice ........................................................................... V-20
• Rules and Regulations ............................................................................................ V-20
• Jurisdiction ............................................................................................................ V-21
• Trial and Punishment ............................................................................................. V-21
• Morale and Welfare ................................................................................................ V-21
• Awards and Decorations ......................................................................................... V-22
• Efficiency and Fitness Reports ............................................................................... V-22

APPENDIX

A References ........................................................................................................ A-1

B Administrative Instructions ................................................................................ B-1

GLOSSARY

Part I Abbreviations and Acronyms ................................................................... GL-1

Part II Terms and Definitions .............................................................................. GL-4

FIGURE

I-1 Unity of Effort ................................................................................................ I-4

I-2 Chain of Command and Control ..................................................................... I-7
II-1 Responsibilities of an Executive Agent .......................................................... II-3
II-2 Common Functions of the Military Departments ......................................... II-13
II-3 General Functions of a Combatant Commander ........................................... II-14
III-1 Command Relationships .............................................................................. III-2
III-2 Assignment and Transfer of Forces to a Joint Force ..................................... III-3
III-3 Categories of Support ................................................................................. III-10
IV-1 Principles of Multinational Unity of Effort .................................................. IV-2
IV-2 Notional Multinational Command Structure ................................................ IV-3
V-1 Possible Components in a Joint Force ........................................................... V-3
V-2 Unified Command Organizational Options ................................................... V-5
V-3 Specified Command Organizational Options (When Designated) ................. V-8
V-4 Subordinate Unified Command Organizational Options ............................... V-9
V-5 Joint Task Force Organizational Options ..................................................... V-10

v
Table of Contents

Intentionally Blank

vi JP 0-2
 EXECUTIVE SUMMARY
COMMANDER’S OVERVIEW

• Provides Doctrine and Policy Governing Unified Direction

of Forces

• Covers the Functions of the Department of Defense and Its

Major Components

• Discusses Doctrine and Policy for Joint Command and

Control

• Covers Multinational Operations

• Provides Doctrine and Policy for Establishing Joint

Commands

Unity of Effort
Unity of effort requires coordination among government
departments and agencies within the executive branch, between
the executive and legislative branches, with nongovernmental
organizations (NGOs), international organizations (IOs), and
among nations in any alliance or coalition.

The President is The President of the United States, advised by the National
responsible for national Security Council, is responsible to the American people for
strategic unity of effort. national strategic unity of effort.

The Secretary of Defense The Secretary of Defense is responsible to the President for
is responsible for national national military unity of effort for creating, supporting, and
military unity of effort. employing military capabilities.

The Chairman transmits The Chairman of the Joint Chiefs of Staff functions under
missions to combatant the authority, direction, and control of the National Command
commanders. Authorities (NCA) and transmits communications between
the NCA and combatant commanders and oversees activities
of combatant commanders as directed by the Secretary of
Defense.

Combatant commanders Combatant commanders exercise combatant command

accomplish the mission. (command authority) (COCOM) over assigned forces and
are directly responsible to the NCA for the performance of
assigned missions and the preparedness of their commands
to perform assigned missions.

vii
Executive Summary
In a foreign country, the US Ambassador is responsible to
the President for directing, coordinating, and supervising all
US Government (USG) elements in the host nation except
those under the command of a combatant commander.

Unified Action

Unified action describes The term “unified action” is a broad generic term referring to
the broad scope of actions the broad scope of activities (including the synchronization
taking place within a and/or integration of the activities of governmental and
unified command, nongovernmental agencies) taking place within unified
subordinate unified commands, subordinate unified commands, or joint task
command, or joint task forces (JTFs) under the overall direction of the
force (JTF). commanders of those commands. Within this general
category of operations, subordinate commanders of forces
conduct either single-Service or joint operations to support
the overall operation. Unified action synchronizes and/or
integrates joint, single-Service, special, multinational, and
supporting operations with the operations of government
agencies, NGOs, and IOs to achieve unity of effort in the
operational area. Unified action within the military instrument
of national power supports the national strategic unity of effort
through close coordination with the other instruments of
national power.

Unified action starts with Unified direction is normally accomplished by establishing a

unified direction. joint force, assigning a mission or objective to the joint force
commander (JFC), establishing command relationships,
assigning and/or attaching appropriate forces to the joint force,
and empowering the JFC with sufficient authority over the
forces to accomplish the assigned mission.

Objectives

Objectives provide focus In the abstract sense, an objective is the clearly defined,
for military action. decisive, and attainable goal toward which every military
operation should be directed — the military objective.
Objectives are essential to achieve unity of effort. In the
concrete sense, an objective may be a physical object of the
action taken (e.g., a definite terrain feature, the seizure or
holding of which is essential to the commander’s plan, or the
destruction of an enemy force without regard to terrain
features). This is more accurately termed the “physical
objective.” Physical objectives must not be confused with
military objectives, although occasionally they may overlap.
Usually, physical objectives contribute to the attainment of
military objectives. Military objectives must contribute to
the achievement of national objectives.

viii JP 0-2
 Executive Summary
Roles, Missions, and Functions
Roles, missions, and Roles are the broad and enduring purposes for which the
functions provide direction Services and the United States Special Operations Command
and establish (USSOCOM) were established in law. Missions are the tasks
responsibility. assigned by the President or Secretary of Defense to the
combatant commanders. Functions are specific
responsibilities assigned by the NCA to enable the Services
to fulfill their legally established roles.

Chain of Command
The chain of command The NCA exercise authority and control of the Armed Forces
runs from the National through two distinct branches of the chain of command.
Command Authorities One branch runs from the President, through the Secretary of
(NCA) to the combatant Defense, directly to the commanders of combatant commands
commanders for missions for missions and forces assigned to their commands. The other
and forces assigned to branch, used for purposes other than operational direction of
their commands and from forces assigned to combatant commands, runs from the
the NCA to the Secretaries President, through the Secretary of Defense, to the Secretaries
of the Military of the Military Departments. The Military Departments,
Departments for forces not organized separately, operate under the authority, direction,
assigned to a combatant and control of the Secretary of Defense. The Secretaries of
commander. the Military Departments exercise authority through their
respective Service Chiefs over their forces not assigned to the
combatant commanders.

Interagency Coordination

Military operations must Interagency coordination forges the vital link between the
be synchronized and/or military and the economic, diplomatic, and informational
integrated with those of entities of the USG as well as NGOs and IOs. Successful
other agencies of the US interagency coordination and planning enables these agencies,
Government, as well as departments, and organizations to mount a coherent and
with foreign forces, efficient collective operation — to achieve unity of effort.
nongovernmental
organizations, Across the range of military operations, a broad variety of
international agencies — many with indispensable practical competencies
organizations, and and major legal responsibilities — interact with the Armed
regional organizations. Forces of the United States.

Obtaining coordinated and integrated effort in an

interagency operation should not be equated to the command
and control (C2) of a military operation. Various agencies’
different and sometimes conflicting goals, policies, procedures,
and decisionmaking techniques make unity of effort a
challenge.

ix
Executive Summary
Functions of the Department of Defense
Unified action in carrying As prescribed by higher authority, the Department of Defense
out the military component will maintain and employ Armed Forces to support and
of National Security defend the Constitution of the United States against all
Strategy is accomplished enemies, foreign and domestic; ensure, by timely and effective
through an organized military action, the security of the United States, its
defense framework. possessions, and areas vital to its interest; and uphold and
advance the national policies and interests of the United
States.

Command Relationships and Assignment and Transfer of Forces

Command is central to all Command. Although commanders may delegate authority

military action, and unity to accomplish missions, they may not absolve themselves of
of command is central to the responsibility for the attainment of these missions.
unity of effort.
Command and Staff. JFCs are provided staffs to assist them
in the decisionmaking and execution process. The staff is an
extension of the commander; its sole function is command
support, and its only authority is that which is delegated to it
by the commander.

Levels of Authority. The authority vested in a commander must be commensurate

with the responsibility assigned. Levels of authority include
the four types of command relationships: COCOM,
operational control (OPCON), tactical control (TACON), and
support. The other authorities are coordinating authority,
administrative control (ADCON), and direct liaison
authorized (DIRLAUTH).

A force assigned or All forces (except as noted in title 10, US Code (USC), section
attached to a combatant 162) are assigned to combatant commands by the Secretary
command may be of Defense’s “Forces for Unified Commands” memorandum.
transferred from that A force assigned or attached to a combatant command may
command only as directed be transferred from that command only as directed by the
by the Secretary of Secretary of Defense and under procedures prescribed by the
Defense. Secretary of Defense and approved by the President. The
command relationship the gaining commander will exercise
(and the losing commander will relinquish) will be specified
by the Secretary of Defense. Establishing authorities for
subordinate unified commands and JTFs may direct the
assignment or attachment of their forces to those subordinate
commands as appropriate. When forces are transferred between
combatant commands, the command relationship the gaining
commander will exercise over those forces must be specified
by the Secretary of Defense.

x JP 0-2
 Executive Summary
Forces, not command When the transfer of forces to a joint force will be permanent
relationships, are (or for an unknown but long period of time) forces should be
transferred between reassigned.
commands.
When transfer of forces to a joint force is temporary, the forces
are attached to the gaining command and JFCs will exercise
OPCON or TACON, as appropriate, over the attached forces.

Combatant Command (Command Authority)

Combatant command COCOM is the command authority over assigned forces

(command authority) is vested only in the commanders of combatant commands by
vested only in title 10, USC, section 164, or as directed by the President in
commanders of combatant the Unified Command Plan (UCP), and cannot be delegated
commands or as directed or transferred. COCOM is the authority of a combatant
by the President and is commander to perform those functions of command over
nontransferable. assigned forces involving organizing and employing
commands and forces, assigning tasks, designating objectives,
and giving authoritative direction over all aspects of military
operations, joint training (or, in the case of USSOCOM,
training of assigned forces), and logistics necessary to
accomplish the missions assigned to the command.

Operational Control

Operational control is OPCON is inherent in COCOM and is the authority to

command authority that perform those functions of command over subordinate forces
may be exercised by involving organizing and employing commands and forces,
commanders at any assigning tasks, designating objectives, and giving authoritative
echelon at or below the direction necessary to accomplish the mission. OPCON
level of combatant includes authoritative direction over all aspects of military
command and may be operations and joint training necessary to accomplish missions
delegated within the assigned to the command.
command.
Tactical Control

Tactical control is the TACON is the command authority over assigned or attached
detailed direction and forces or commands or military capability made available for
control of movements or tasking that is limited to the detailed direction and control of
maneuvers within the movements or maneuvers within the operational area
operational area necessary to accomplish assigned missions or tasks. TACON
necessary to accomplish is inherent in OPCON and may be delegated to and exercised
assigned missions or tasks. by commanders at any echelon at or below the level of
combatant command.

xi
Executive Summary
Support
The four categories of Support is a command authority. A support relationship is
support are general, established by a superior commander between subordinate
mutual, direct, and close. commanders when one organization should aid, protect,
complement, or sustain another force. Support may be
exercised by commanders at any echelon at or below the level
of combatant command. Several categories of support have
been defined for use within a combatant command as
appropriate to better characterize the support that should be
given. Support relationships may be categorized as general,
mutual, direct, and close.

Administrative Control

Administrative control is ADCON is the direction or exercise of authority over

authority over subordinate subordinate or other organizations with respect to
or other organizations administration and support including organization of Service
with respect to forces, control of resources and equipment, personnel
administration and management, unit logistics, individual and unit training,
support. readiness, mobilization, demobilization, discipline, and other
matters not included in the operational missions of the
subordinate or other organizations. This is the authority
necessary to fulfill Military Department statutory
responsibilities for administration and support.

Coordinating Authority

Coordinating authority is Coordinating authority is the authority delegated to a

used for coordinating commander or individual for coordinating specific functions
special functions and and activities involving forces of two or more Military
activities. Departments, two or more joint force components, or two or
more forces of the same Service. The commander or individual
has the authority to require consultation between the agencies
involved, but does not have the authority to compel agreement.

Direct Liaison Authorized

Direct liaison authorized DIRLAUTH is that authority granted by a commander (at

is the authority to directly any level) to a subordinate to directly consult or coordinate
consult or coordinate an an action with a command or agency within or outside of the
action. granting command.

Training and Readiness Oversight

Training and readiness oversight (TRO) is the authority

that combatant commanders may exercise over Reserve

xii JP 0-2
 Executive Summary
Component (RC) forces when not on active duty and when
on active duty for training. Combatant commanders will
normally exercise TRO over assigned RC forces through their
Service component commanders.

Joint Command and Control

Command and control is Command (the lawful authority of a commander) and control
the exercise of authority (the regulation of forces and functions to accomplish the
and direction by a properly mission in accordance with the commander’s intent) is the
designated commander most important function undertaken by a JFC. C2 is the means
over assigned and attached by which a JFC synchronizes and/or integrates joint force
forces. activities in order to achieve unity of command and unity of
effort. C2 ties together all the operational functions and
tasks and applies to all levels of war and echelons of command
across the range of military operations.

Unity of effort is strengthened through adherence to the

following C2 tenets.

Unity of command C2 of joint operations begins by establishing unity of

requires clearly defined command through the designation of a JFC with the requisite
authorities, roles, and authority to accomplish assigned tasks using an uncomplicated
relationships. chain of command. It is essential for the JFC to ensure that
subordinate commanders, staff principals, and leaders of C2
nodes understand their authorities, their role in decisionmaking
and controlling, and their relationships with others.

Information management Control of information is a prerequisite to maintaining C2

of a joint operation. Identifying, requesting, receiving,
tracking, and disseminating the needed information ensures
that decision makers make informed, timely decisions.

Implicit communication Because JFCs seek to minimize restrictive control measures

and detailed instructions, they must find efficient and effective
ways to create cooperation and compliance. The JFC does
this by fostering implicit communication and understanding
with all subordinates. Two joint C2 concepts that nurture
implicit communications are commander’s intent and
mission-type orders.

Timely decisionmaking The JFC can get inside the adversary’s decision and execution
cycle by making more timely decisions. Doing so generates
adversary confusion and disorder and slows opponent
decisionmaking. The commander who can gather information
and make decisions faster and better will generate a quicker
tempo of operations and gain a decided military advantage.

xiii
Executive Summary
Robust integration, Integration, synchronization, and coordination methods and
synchronization, and tools encourage synergistic interaction among joint force
coordination mechanisms components.

Battle rhythm discipline Every joint force command headquarters has a rhythm
regulated by the flow of information and the decision cycle.
The keys to capturing and maintaining control over the
battle rhythm are simplicity and a sensitivity to the
components’ battle rhythms.

Responsive, interoperable Intelligence, surveillance, and reconnaissance (ISR), space-

support systems based, and command, control, communications, and computer
support systems must be responsive in real time to provide
the JFC with accurate, timely, relevant, and adequate
information.

Situational awareness The primary objective that the staff seeks to attain for the
commander, and for subordinate commanders, is
understanding or situational awareness — a prerequisite
in order for commanders to anticipate opportunities and
challenges.

Mutual trust Trust among the commanders and staffs in a joint force expands
the JFC’s options and enhances flexibility, agility, and the
freedom to take the initiative when conditions warrant. Mutual
trust results from honest efforts to learn about and understand
the capabilities that each member brings to the joint force,
demonstrated competence, and planning and training together.

Multinational Operations

The United States often Where commonality or compatibility of interests exists,

has common or mutually- nations may enter into political, economic, informational,
compatible security and military partnerships. These partnerships occur in both
interests and participates regional and worldwide patterns as nations seek opportunities
in operations with other to promote their mutual national interests; ensure mutual
nations. security against real and perceived threats; and conduct foreign
humanitarian assistance and peace operations. Cultural,
psychological, economic, technological, informational, and
political factors, as well as transnational dangers, all impact
on multinational operations.

xiv JP 0-2
 Executive Summary
Multinational Unity of Effort
Attaining unity of effort Some principles must be attained to ensure unity of effort
through unity of command among allied or coalition forces. First, there must be common
for a multinational understanding among all national forces of the overall aim
operation may not be of the multinational force (MNF) and the concept for its
politically feasible, but it attainment. Coordinated policy, particularly on such matters
should be a goal. as alliance or coalition commanders’ authority over national
logistics (including infrastructure) and ISR, is required.
Finally, commanders and their representatives must establish
and maintain trust and confidence among the MNFs. Plain
and objective communication, together with common
courtesy, is essential.

Command and Control of US Forces in Multinational Operations

The chain of command The President retains command authority over US forces.
from the President to the This includes the authority and responsibility for effectively
lowest US commander in using available resources and employment planning along with
the field remains inviolate. organizing, directing, coordinating, controlling, and protecting
military forces for the accomplishment of assigned missions.
It is sometimes prudent or advantageous (for reasons such
as maximizing military effectiveness and ensuring unity of
effort) to place appropriate US forces under the OPCON
of a foreign commander to achieve specified military
objectives (see restrictions in Chapter IV, “Multinational
Operations”). In making the determination to place US forces
under the OPCON of non-US commanders, the President
carefully considers such factors as the mission, size of the
proposed US force, risks involved, anticipated duration, and
rules of engagement.

Principles and Policy for Establishing Joint Commands

Joint forces are In accordance with the UCP, combatant commands are
established at three levels: established by the President through the Secretary of Defense,
unified commands, with the advice and assistance of the Chairman of the Joint
subordinate unified Chiefs of Staff. Commanders of unified commands may
commands, and JTFs. establish subordinate unified commands when so authorized
by the Secretary of Defense, through the Chairman of the
Joint Chiefs of Staff. JTFs can be established by the Secretary
of Defense, a combatant commander, a subordinate unified
commander, or an existing JTF commander.

xv
Executive Summary
Basis for Establishing Joint Forces
Joint forces can be established on either a geographic or
functional basis.

The joint force Geographic Area. Establishing a joint force on a geographic

commander (JFC) is area basis is the most commonly used method to assign
assigned a geographic responsibility for continuing operations. A JFC assigned a
area by the establishing geographic area is considered an area commander. Only
authority. commanders of geographic combatant commands are
assigned areas of responsibility. Subordinate JFCs are
normally assigned other operational areas.

The JFC is assigned a Functional Area. Sometimes a joint force based solely on
functional area for certain military functions without respect to a specific geographic
types of continuing region is more suitable to fix responsibility for certain types
operations. of continuing operations (e.g., the unified commands for
transportation, space, special operations, and strategic
operations). The commander of a joint force established on a
functional basis is assigned a functional responsibility by the
establishing authority.

Organizing Joint Forces

The JFC organizes forces JFCs have the authority to organize forces to best
to accomplish the mission. accomplish the assigned mission based on their concept of
operations. The JFC will establish subordinate commands,
assign responsibilities, establish or delegate appropriate
command relationships, and establish coordinating instructions
for their component commanders. Sound organization
should provide for unity of effort, centralized planning and
direction, and decentralized execution.

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.

All joint forces contain Administrative and logistic support for joint forces are provided
Service components through Service component commands. The JFC also may
because of administrative conduct operations through the Service component
and logistic requirements. commanders or, at lower echelons, through Service force
commanders.

xvi JP 0-2
 Executive Summary
Functional components Functional component commands can be appropriate when
may be established by forces from two or more Services must operate in the same
JFCs when forces of two dimension or medium or there is a need to accomplish a
or more Services must distinct aspect of the assigned mission. Functional
operate in the same component commands do not constitute a joint force.
dimension.
Most often, joint forces are organized with a combination of
Service and functional component commands with operational
responsibilities.

Unified Command

Unified and specified A unified command is a command with broad continuing

commands are established missions under a single commander and composed of forces
by the President through from two or more Military Departments and which is
the Secretary of Defense. established by the President, through the Secretary of Defense,
with the advice and assistance of the Chairman of the Joint
Chiefs of Staff. The unified commander can adapt a
command structure using any of the following six options:
1) subordinate unified command, 2) JTF, 3) functional
component, 4) Service component, 5) single-Service force
(normally the combatant commander assigns operations
requiring a single-Service force to a Service component),
or 6) Specific operational forces that, because of mission
assigned and the urgency of the situation, must remain
immediately responsive to the combatant commander.
These options do not in any way limit the commanders’
authority to organize their forces as they see fit.

Specified Command
A specified command is a command that has broad
continuing missions and that is established by the President
through the Secretary of Defense with the advice and
assistance of the Chairman of the Joint Chiefs of Staff. It
normally is composed of forces from a single Military
Department, but it may include units and staff representation
from other Services.

Subordinate Unified Command

Subordinate unified When authorized by the NCA through the Chairman of the
commands are established Joint Chiefs of Staff, commanders of unified commands may
by commanders of unified establish subordinate unified commands (also called subunified
commands when so commands) to conduct operations on a continuing basis in
authorized by the NCA. accordance with the criteria set forth for unified commands.
A subordinate unified command may be established on a
geographical area or functional basis.

xvii
Executive Summary
Joint Task Force
A JTF can be established A JTF is a joint force that is constituted and so designated by
by the Secretary of the Secretary of Defense, a combatant commander, a
Defense, and/or by subordinate unified command commander, or an existing JTF
commanders of combatant commander. A JTF may be established on a geographical
commands, subordinate area or functional basis when the mission has a specific
unified commands, or limited objective and does not require overall centralized
existing JTFs. control of logistics.

CONCLUSION

This publication provides basic doctrine and guidance for

unified action and, together with Joint Publication 1, Joint
Warfare of the Armed Forces of the United States, serves as
the capstone for all US joint doctrine. As such, this publication
specifies the authorized command relationships and authority
that military commanders can use, provides policy for the
exercise of that military authority, provides doctrine and
principles for C2, prescribes guidance for organizing joint
forces, and describes policy for selected joint activities.

xviii JP 0-2
 CHAPTER I
DOCTRINE AND POLICY GOVERNING UNIFIED
DIRECTION OF FORCES
“The teams and staffs through which the modern commander absorbs
information and exercises his authority must be a beautifully interlocked,
smooth-working mechanism. Ideally, the whole should be practically a single
mind.”

General Dwight D. Eisenhower

1. Constitutional Foundation allocates resources to meet changing defense

requirements as identified by the executive
Pursuant to the constitutional requirement branch. Within the executive branch, Federal
of the Federal Government to “provide for agencies operate within this overall
the common defense,” the executive and framework and the resources allocated to
legislative branches of the Federal provide for the Nation’s present and future
Government share responsibility and security. Using available resources and
authority for ensuring national security. statutory authorities, the President exercises
Based on the constitutional foundation of constitutional authority as Commander in
checks and balances and civilian control of Chief to direct the deployment and
the military, Congress legislates an overall employment of the Nation’s Armed Forces.
framework for national security and

CONGRESSIONAL INTENT

In 1958, in amending the National Security Act of 1947, Congress described

the basic policy embodied in the Act in the following manner:

“In enacting this legislation, it is the intent of Congress to provide a

comprehensive program for the future security of the United States; to provide
for the establishment of integrated policies and procedures for the departments,
agencies, and functions of the Government relating to the national security;
to provide a Department of Defense including the three Military Departments
of the Army, the Navy (including naval aviation and the United States Marine
Corps), and the Air Force under the direction, authority, and control of the
Secretary of Defense; to provide that each military department shall be
separately organized under its own Secretary and shall function under the
direction, authority, and control of the Secretary of Defense; to provide for
their unified direction under civilian control of the Secretary of Defense but
not to merge these departments or services; to provide for the establishment
of unified or specified combatant commands, and a clear and direct line of
command to such commands; to eliminate unnecessary duplication in the
Department of Defense, and particularly in the field of research and engineering
by vesting its overall direction and control in the Secretary of Defense; to
provide more effective, efficient, and economical administration in the
Department of Defense; to provide for the unified strategic direction of the
combatant forces; for their operation under unified command, and for their

I-1
Chapter I

integration into an efficient team of land, naval, and air forces but not to
establish a single Chief of Staff over the armed forces nor an overall armed
forces general staff.”

The Goldwater-Nichols Department of Defense Reorganization Act of 1986

makes the following statement of policy:

“In enacting this Act, it is the intent of Congress, consistent with the
congressional declaration of policy in section 2 of the National Security Act of
1947 (50 U.S.C. 401) —

(1) to reorganize the Department of Defense and strengthen civilian authority

in the Department;

(2) to improve the military advice provided to the President, the National
Security Council, and the Secretary of Defense;

(3) to place clear responsibility on the commanders of the unified and specified
combatant commands for the accomplishment of missions assigned to those
commands;

(4) to ensure that the authority of the commanders of the unified and specified
combatant commands is fully commensurate with the responsibility of those
commanders for the accomplishment of missions assigned to their commands;

(5) to increase attention to the formulation of strategy and to contingency

planning;

(6) to provide for more efficient use of defense resources;

(7) to improve joint officer management policies; and

(8) otherwise to enhance the effectiveness of military operations and improve

the management and administration of the Department of Defense.”

2. National Strategic Direction b. The Military Component of National

Security Strategy. As the national leadership
a. Context. National security strategy generates national objectives and an NSS to
(NSS) is the art and science of developing, pursue them, the leadership also will devise
applying, and coordinating the instruments — or modify — the military instrument of
of national power (diplomatic, economic, national power as a component of NSS. This
military, informational) to achieve objectives strategy includes objectives for the
that contribute to national security. It development of broad military capabilities,
encompasses national defense, foreign their worldwide posture, and their functional
relations, and economic relations and and geographic orientation. In the event of
assistance; and aims, among other objectives, armed conflict, this strategy will include
at providing a favorable foreign relations military objectives for the establishment of
position and a defense posture capable of military conditions essential to support
defeating hostile action. national security objectives and terminate the

I-2 JP 0-2
 Doctrine and Policy Governing Unified Direction of Forces
conflict on terms favorable to US interests. military capabilities. Supplemental
These objectives need to be coordinated with instructions are published separately from the
associated diplomatic, economic, and JSCP to provide further planning guidance in
informational objectives. specified functional areas like intelligence and
logistics.
c. National Military Strategy (NMS).
NMS entails the art and science of distributing e. Unified Command Plan (UCP). The
and applying military power to attain national UCP is a document approved by the President
objectives in peace and war. NMS is derived that sets forth basic guidance to all unified
from the NSS and attempts to promote peace combatant commanders; establishes their
and stability and, when necessary, defeat missions, responsibilities, and force structure;
adversaries that threaten the United States, delineates the general geographic area of
its interests, or its allies. In the larger context, responsibility (AOR) for geographic
defeating an enemy military force is rarely combatant commanders; and specifies
sufficient by itself to ensure a long-term functional responsibilities for functional
solution to a crisis. Accordingly, the Armed combatant commanders.
Forces of the United States advance national
security by applying military power as 3. Unity of Effort
directed to help shape the international
environment, respond to the full spectrum of Unity of effort, as shown in Figure I-1,
crises, and prepare for an uncertain future. requires coordination among government
NMS and defense policy provide strategic departments and agencies within the
guidance for the employment of military executive branch, between the executive and
forces. The NMS provides advice of the legislative branches, with nongovernmental
Chairman of the Joint Chiefs of Staff (CJCS) organizations (NGOs), international
(in consultation with other members of the organizations (IOs), and among nations in any
Joint Chiefs of Staff and the combatant alliance or coalition. National unified action
commanders) to the President, the National is influenced by the Constitution, federal law,
Security Council (NSC), and the Secretary of international law, and the national interest.
Defense (SecDef) regarding the Responsibilities for strategic coordination
recommended strategy for attaining the established in law and practice are as follows.
national security objectives given a fiscally
constrained force structure. a. The President of the United States,
advised by the NSC, is responsible to the
d. Joint Strategic Capabilities Plan American people for national strategic unity
(JSCP). The JSCP provides planning of effort.
guidance to the combatant commanders and
Service Chiefs in order to accomplish tasks b. The Secretary of Defense is
and missions based on current military responsible to the President for national
capabilities. The JSCP serves to integrate the military unity of effort for creating,
deliberate planning activities of the entire joint supporting, and employing military
planning and execution community with a capabilities. Unity of effort among the
coherent and focused approach. It provides Military Services at the national level is
specific theater planning tasks and objectives, obtained from the authority of the President
delineates necessary planning assumptions, and the Secretary of Defense, by the strategic
and apportions resources and forces to the planning of the Chairman of the Joint Chiefs
combatant commanders for planning based on of Staff, and by cross-Service efforts by the

I-3
Chapter I

UNITY OF EFFORT

NATIONAL STRATEGIC UNITY

OF EFFORT PRESIDENT

NATIONAL MILITARY UNITY

OF EFFORT FOR CREATING,
SUPPORTING, AND SECRETARY OF DEFENSE
EMPLOYING MILITARY
CAPABILITIES

The National Command Authorities (NCA) exercise authority over

the Armed Forces through combatant commanders for forces
assigned, and through the Secretaries of the Military Departments
and the Service Chiefs for those members and organizations not
assigned to the combatant commands.
The Chairman of the Joint Chiefs of Staff functions under the
authority, direction, and control of the NCA; transmits
communications between the NCA and combatant commanders;
and oversees activities of combatant commanders as directed by
the Secretary of Defense.

Commanders of combatant commands exercise combatant

command (command authority) over assigned forces, and are
directly responsible to the NCA for the performance of assigned
missions, as well as the preparedness of their commands to
perform assigned missions.

In a foreign country, the US Ambassador is responsible to the

President for directing, coordinating, and supervising all US
Government elements in the host nation, except those under the
command of a combatant commander.

Figure I-1. Unity of Effort

Military Departments. The Secretary of for those forces assigned to the combatant
Defense exercises authority, direction, and commands and through the Secretaries of the
control over the Services through the Secretaries Military Departments and the Service Chiefs
of the Military Departments. The Secretaries for those forces not assigned to the combatant
of the Military Departments are responsible commands.
for administration and support of their forces
assigned to combatant commanders. d. The Chairman of the Joint Chiefs of
Staff functions under the authority, direction,
c. The National Command Authorities and control of the NCA; transmits
(NCA), consisting of the President and the communications between the NCA and
Secretary of Defense or their authorized combatant commanders; and oversees
alternates, exercise authority over the Armed activities of combatant commanders as
Forces through the combatant commanders directed by the Secretary of Defense.

I-4 JP 0-2
 Doctrine and Policy Governing Unified Direction of Forces
e. Commanders of combatant apply within the theater environment and its
commands exercise combatant command unity of effort.
(command authority) (COCOM) over
assigned forces, and are directly responsible b. Success often depends on these unified
to the NCA for the performance of assigned actions. The Chairman of the Joint Chiefs
missions and the preparedness of their of Staff and all combatant commanders are
commands to perform assigned missions. in pivotal positions to ensure that unified
actions are planned and conducted in
f. In a foreign country, the US accordance with the guidance and direction
Ambassador is responsible to the President received from the NCA in coordination with
for directing, coordinating, and supervising other authorities (i.e., alliance or coalition
all US Government (USG) elements in the leadership). Combatant commanders should
host nation, except those under the command ensure that their unified action synchronizes
of a combatant commander. Geographic and/or integrates joint and single-Service
combatant commanders are responsible for operations with the actions of supporting
coordinating with US ambassadors in their combatant commands, other military
geographic AOR (as necessary) across the forces (multinational operations), and
range of military operations, and for nonmilitary organizations (Department of
negotiating force protection memoranda of Defense [DOD] and other federal government
agreement with the chiefs of mission in agencies such as the Defense Logistics
designated countries. Agency [DLA] and the Agency for
International Development; the UN; and
4. Unified Action NGOs and IOs).

a. The term “unified action” is a broad c. Unified action of the Armed Forces of
generic term referring to the wide scope of the United States starts with unified
activities (including the synchronization and/ direction. For US military operations, unified
or integration of the activities of governmental direction normally is accomplished by
and nongovernmental agencies) taking place establishing a joint force, assigning a mission
within unified commands, subordinate or objective to the joint force commander
unified commands, or joint task forces (JFC), establishing command relationships,
(JTFs) under the overall direction of the assigning and/or attaching appropriate forces
commanders of those commands. Within this to the joint force, and empowering the JFC
general category of operations, subordinate with sufficient authority over the forces to
commanders of assigned or attached forces accomplish the assigned mission.
conduct either single-Service or joint
operations to support the overall operation. • Joint Force, Joint Force Commander,
Unified action synchronizes and/or integrates and Joint Operations. Complete
joint, single-Service, special, multinational, definitions for these terms are in the
and supporting operations with the operations glossary. This discussion highlights the
of government agencies, NGOs and IOs (e.g., differences. “Joint force” is a general
United Nations (UN)) to achieve unity of term applied to a force composed of
effort in the operational area. Unified action significant elements, assigned or
within the military instrument of national attached, of two or more Military
power supports the national strategic unity Departments, operating under a single
of effort through close coordination with the JFC. “Joint force commander” is also
other instruments of national power as they a general term applied to a combatant

I-5
Chapter I
commander, subunified commander, or 6. Roles, Missions, and
JTF commander. “Joint operations” are Functions
military actions conducted by joint forces
or Service forces with relationships The terms “roles, missions, and functions”
between them (e.g., support, coordinating often are used interchangeably, but the
authority) which, of themselves, do not distinctions between them are important.
create joint forces. “Roles” are the broad and enduring purposes
for which the Services and the United States
• Multinational Operations. An Special Operations Command (USSOCOM)
operation conducted by forces of two were established in law. “Missions” are the
or more nations is termed a tasks assigned by the President or Secretary of
“multinational” operation. An Defense to the combatant commanders.
operation conducted by forces of two or “Functions” are specific responsibilities
more nations in a formal arrangement assigned by the NCA to enable the Services to
is termed an “allied” or “alliance” fulfill their legally established roles. Simply
operation. Military action in a stated, the primary function of the Services and
temporary or informal arrangement USSOCOM is to provide forces organized,
for common interests is termed a trained, and equipped to perform a role — to be
“coalition” operation. Though the employed by the combatant commander in the
description of “multinational” always accomplishment of a mission.
will apply to such forces and
commanders, they also can be described For further information on functions, refer to
as “allied,” “combined,” “alliance,” or Chapter II, “Functions of the Department of
“coalition,” as appropriate. Defense and Its Major Components.”

5. Objectives 7. Chain of Command

In the abstract sense, an objective is the The NCA exercise authority and control
clearly defined, decisive and attainable goal of the Armed Forces through two distinct
toward which every military operation should branches of the chain of command (see
be directed — the military objective. Figure I-2). One branch runs from the
Objectives provide the focus for military President, through the Secretary of Defense,
action; they are essential for unity of effort. to the commanders of combatant commands
In the concrete sense, an objective may be a for missions and forces assigned to their
physical object of the action taken (e.g., a commands. The other branch used for
definite terrain feature, the seizure or holding purposes other than operational direction of
of which is essential to the commander’s plan, forces assigned to the combatant commands,
or the destruction of an enemy force without runs from the President through the Secretary
regard to terrain features). This is more of Defense to the Secretaries of the Military
accurately termed the “physical objective.” Departments. The Military Departments,
Physical objectives must not be confused with organized separately, operate under the
military objectives, although occasionally authority, direction, and control of the
they may overlap. Usually, physical Secretary of Defense. The Secretaries of the
objectives contribute to the attainment of Military Departments exercise authority
military objectives. Military objectives must through their respective Service Chiefs over
contribute to the achievement of national their forces not assigned to the combatant
objectives. commanders. The Service Chiefs, except as

I-6 JP 0-2
 Doctrine and Policy Governing Unified Direction of Forces

CHAIN OF COMMAND AND CONTROL

PRESIDENT

CJCS SECRETARY OF DEFENSE

MILITARY
DEPARTMENTS

UNIFIED
FORCES
COMMANDS (Not assigned to
Combatant Commands)

COCOM

FUNCTIONAL SERVICE
JOINT COMPONENT COMPONENTS
TASK FORCE COMMANDS COMMANDS
OPCON/TACON
OPCON/TACON FORCES/
CAPABILITIES
SERVICE MADE AVAILABLE
COMPONENTS

SUBORDINATE
UNIFIED
COMMAND

OPCON

FUNCTIONAL SERVICE
COMPONENT COMPONENTS
COMMANDS JOINT
OPCON/TACON TASK FORCE
FORCES/ OPCON/TACON
CAPABILITIES
MADE AVAILABLE SERVICE
COMPONENTS

NOTE: CHAIN OF COMMAND

This diagram is only an example; it ADMINISTRATIVE CONTROL
does not prescribe joint force CHANNEL OF COMMUNICATION
organization. Service components at CJCS Chairman of the Joint Chiefs of Staff
COCOM Combatant Command (Command Authority)
lower echelons may only contain OPCON Operational Control
Service forces. TACON Tactical Control

Figure I-2. Chain of Command and Control

I-7
Chapter I
otherwise prescribed by law, perform their of the Chairman of the Joint Chiefs of Staff,
duties under the authority, direction, and establishes combatant (unified or specified)
control of the Secretaries and are directly commands for the performance of military
responsible to their Secretaries. missions and prescribes the force structure of
such commands.
“For when the king is on the field
nothing is done without him; he in b. The Chairman of the Joint Chiefs of
person gives general orders to the
Staff assists the President and Secretary
polemarchs, which they convey to the
commanders of divisions; these again of Defense in performing their command
to the commanders of fifties, the functions. The Chairman transmits to the
commanders of fifties to the commanders of the combatant commands the
commanders of enomities, and these orders given by the NCA and, as directed by
to the enomoty. In like manner any
the Secretary of Defense, oversees the
more precise instructions are passed
down through the army, and quickly activities of those commands. Orders issued
reach their destination. For almost the by the President or the Secretary of
whole Lacadaemonian army are Defense normally are conveyed by the
officers who have officers under them, Chairman of the Joint Chiefs of Staff under
and the responsibility of executing an
the authority and direction of the Secretary
order devolves upon many.”
of Defense. Reports from combatant
Thucydides commanders normally will be submitted
History of the Peloponnesian through the Chairman of the Joint Chiefs of
Wars, 422 B. C. Staff, who forwards them to the Secretary of
Defense and acts as the spokesman for the
a. The commanders of combatant commanders of the combatant commands.
commands exercise COCOM of assigned
forces and are directly responsible to the c. Commanders in the chain of
NCA for the performance of assigned command exercise authority (COCOM,
missions and the preparedness of their operational control (OPCON), tactical
commands. Combatant commanders control (TACON), or a support command
prescribe the chain of command within their relationship) as prescribed by law or a
combatant commands and designate the superior commander over the military
appropriate command authority to be capability made available to them. Unless
exercised by subordinate commanders. otherwise directed by the NCA, COCOM is
reserved for the commanders of the
b. The Military Departments operate combatant commands. During deliberate
under the authority, direction, and control of planning, the majority of forces are
the Secretary of Defense. This branch of the apportioned to support the missions of more
chain of command embraces all military forces than one combatant commander. This
within the respective Service not assigned to requires combatant commanders that do not
commanders of combatant commands. This exercise COCOM over an apportioned force
branch is separate and distinct from the branch to continuously coordinate with the
of the chain of command that exists within a combatant commander that exercises
combatant command. COCOM in order to fully prepare for mission
success.
8. The Combatant Commands
Command relationships are discussed in
a. The President, through the Secretary detail in Chapter III, Section A, “Command
of Defense and with the advice and assistance Relationships.”

I-8 JP 0-2
 Doctrine and Policy Governing Unified Direction of Forces
9. The Military Departments, authority to organize assigned forces and
Services, and Forces ensure their preparedness as necessary to
accomplish a specific mission.
a. The authority vested in the Secretaries
of the Military Departments in the d. Commanders of forces are responsible
performance of their role to organize, train, to their respective Service Chiefs for the
equip, and provide forces runs from the administration, training, and readiness of
President through the Secretary of Defense their unit(s). Commanders of forces assigned
to the Secretaries. Then, to the degree to the combatant commands are under the
established by the Secretaries or specified authority, direction, and control of (and are
in law, this authority runs through the responsible to) their combatant commander
Service Chiefs to the Service component to carry out assigned operational missions,
commanders assigned to the combatant joint training and exercises, and logistics.
commands and to the commanders of
forces not assigned to the combatant e. The Coast Guard is a military Service
commands. This administrative control and a branch of the Armed Forces of the
(ADCON) provides for the preparation of United States at all times. However, it is
military forces and their administration and separately established by law as a Service in
support, unless such responsibilities are the Department of Transportation, except
specifically assigned by the Secretary of when operating as part of the Navy during
Defense to another DOD component. war or when the President directs. The Coast
Guard is required to maintain a state of
b. The Secretaries of the Military readiness to function as a specialized Service
Departments are responsible for the in the Navy when necessary. It is authorized
administration and support of the Service to assist the Department of Defense in the
forces assigned or attached to combatant performance of any activity for which it is
commands. They fulfill their responsibilities especially qualified. Coast Guard units
by exercising ADCON through the routinely serve under the OPCON of Navy
commanders of the Service component component and fleet commanders.
commands assigned to combatant commands
and through the Service Chiefs (as 10. Relationship Between
determined by the Secretaries) for forces not Combatant Commands and
assigned to the combatant commands. The Military Departments,
responsibilities and authority exercised by Services, or Forces
the Secretaries of the Military Departments
are subject by law to the authority provided a. Continuous Coordination. The roles
to the commanders of combatant commands and functions of the Military Services and
in their exercise of COCOM. USSOCOM share the division of
responsibility for developing military
c. Each of the Secretaries of the Military capabilities for the combatant commands. All
Departments, coordinating as appropriate with components of the Department of Defense
the other Department Secretaries and with the are charged to coordinate on matters of
combatant commanders, has the responsibility common or overlapping responsibility. The
for organizing, training, equipping, and Joint Staff, Service, and USSOCOM
providing forces to fulfill specific roles and headquarters play a critical role in ensuring
for administering and supporting these that combatant commanders’ concerns and
forces. This responsibility, however, is comments are included or advocated during
subject to the combatant commander’s the coordination.

I-9
Chapter I
b. Interoperability. Unified action The integration of political, economic,
demands maximum interoperability. The informational, and military objectives and
forces, units, and systems of all Services the subsequent translation of these
must operate together effectively. This objectives into demonstrable action have
effectiveness is achieved in part through always been essential to success at all levels
interoperability, which includes the of operations.
development and use of joint doctrine and
joint tactics, techniques, and procedures a. A rapidly changing global environment
(JTTP); the development and use of joint that is characterized by regional instability,
plans; the conduct of joint training and the challenges of pluralistic governments, and
exercises; and a materiel development and asymmetric threats requires significant
fielding process that provides materiel that interagency cooperation with a fully
is fully compatible with and complementary functioning civil-military relationship.
to systems of all Services. A key to successful Military operations must be synchronized
interoperability is to ensure that planning and/or integrated with those of other
processes are joint from their inception. agencies of the USG, as well as with foreign
Those responsible for systems and programs forces, NGOs, IOs, and regional
intended for joint use must establish working organizations. These actions must be
groups that fully represent the services and mutually supporting and proceed in a logical
functions that will be affected and sequence. In order to successfully undertake
interoperability must be considered in all joint interagency operations, the roles and
program reviews. Combatant commanders relationships among various Federal agencies,
will ensure maximum interoperability and combatant commands, state and local
identify interoperability issues to the governments, Country Teams, and engaged
Chairman of the Joint Chiefs of Staff, who organizations must be clearly understood.
has overall responsibility for the joint
interoperability program. b. Interagency coordination forges the vital
link between the military and the economic,
11. Interagency Coordination diplomatic, and informational entities of the
USG as well as NGOs, and IOs. Successful
“It is imperative that our Joint Forces interagency coordination and planning
also enhance their ability to operate in enables these agencies, departments, and
consonance with other US Government organizations to mount a coherent and
agencies, and with nongovernmental
efficient collective operation — to achieve
organizations (NGO) [and] international
organizations (IO) . . . in a variety of unity of effort.
settings. The specialized access and
knowledge these organizations c. Across the range of military
possess can facilitate prompt, efficient operations, a broad range of agencies —
action to prevent conflict, resolve a
many with indispensable practical
crisis, mitigate suffering, and restore
civil government upon conflict competencies and major legal responsibilities
termination. Achieving interagency and — interact with the Armed Forces of the
civil interoperability through the United States.
continuing development of our doctrine
and interagency participation in our
d. Interagency coordination demands
training exercises is important to the
unity of effort upon which success in planners consider all instruments of
many missions depends.” national power and recognize which
agencies are best postured to achieve the
National Military Strategy, 1997 objective. This consideration is especially

I-10 JP 0-2
 Doctrine and Policy Governing Unified Direction of Forces
necessary because the security challenges command and control (C2) of a military
facing the United States today are growing operation. Various agencies’ different and
in complexity, requiring the skills and sometimes conflicting goals, policies,
resources of many organizations. p r o c e d u r e s , a n d decisionmaking
techniques make unity of effort a challenge.
e. The solution to a problem normally Although there is no overarching
will not reside within the capability of just interagency doctrine that delineates or
one agency. Therefore, campaign plans, dictates the relationships and procedures
operation plans (OPLANs), or as an operation governing all agencies, departments, and
plan in concept format (CONPLAN), and organizations in interagency operations,
operation orders must be crafted to leverage Presidential Decision Directive-56,
the core competencies of all available Managing Complex Contingency
agencies, synchronizing and/or integrating Operations, provides procedures for the
their efforts with military capabilities toward management and planning of complex
a single objective. The NCA employ the contingency operations. Additionally, there
Armed Forces of the United States because is no oversight organization to ensure that the
they have deemed it necessary to use military myriad of agencies, departments, and
means to meet national interests. The use of organizations have the capabilities and tools
the military instrument of national power to work together.
as a component of the NSS requires the
development of military objectives. These h. The interagency process often is
objectives need to be coordinated with described as “more art than science,” while
associated diplomatic, economic, and military operations tend to depend on structure
informational objectives. The military and doctrine. However, some of the
instrument often plays a supporting role. techniques, procedures, and systems of
The Department of Defense may have little military C2 can assist in obtaining unity of
or no choice regarding the agencies engaged effort if they are adjusted to the dynamic world
in a particular operation and normally will of interagency operations. Unity of effort can
have little control over their agendas. only be achieved through close, continuous
Understanding how military commanders interagency and interdepartmental
and their staffs coordinate with other coordination and cooperation, which are
organizations is key to success in joint necessary to overcome confusion over
operations and unified actions. objectives, inadequate structure or procedures,
and bureaucratic and personnel limitations. At
f. The synergy derived from combining the combatant command level, liaisons and
each organization’s culture, philosophy, the political advisor (POLAD) or foreign
goals, practices, and skills is the strength policy advisor to the combatant commander
of the interagency process. During this can be of great assistance in interagency
process diverse views, capabilities, and coordination. In summary, action will follow
responsibilities are integrated to best achieve understanding.
the military objectives.
For further detail concerning interagency
g. Obtaining coordinated and coordination, refer to Joint Publication (JP)
integrated effort in an interagency 3-08, Interagency Coordination During Joint
operation should not be equated to the Operations, Vol I.

I-11
Chapter I

Intentionally Blank

I-12 JP 0-2
 CHAPTER II
FUNCTIONS OF THE DEPARTMENT OF DEFENSE AND
ITS MAJOR COMPONENTS
“It is a matter of record that the strategic direction of the war, as conducted
by the Joint Chiefs of Staff, was fully as successful as were the operations
which they directed . . . The proposals or the convictions of no one member
were as sound, or as promising of success, as the united judgments and
agreed decisions of all the members.”

Ernest J. King: The U.S. Navy at War, 1945

SECTION A. THE 3. Functions of the Department

DEPARTMENT OF DEFENSE of Defense

1. General As prescribed by higher authority, the

Department of Defense will maintain and
Unified action in carrying out the military employ Armed Forces to fulfill the following
component of NSS is accomplished through aims.
an organized defense framework. This
chapter describes the components and their a. Support and defend the Constitution
functions within that framework. of the United States against all enemies,
foreign and domestic.
2. Organizations in the
Department of Defense b. Ensure, by timely and effective military
action, the security of the United States, its
a. Responsibility. The Secretary of possessions, and areas vital to its interest.
Defense is the principal assistant to the
President in all matters relating to the c. Uphold and advance the national
Department of Defense. All functions in the policies and interests of the United States.
Department of Defense and its component
agencies are performed under the authority, 4. Functions and
direction, and control of the Secretary of Responsibilities Within the
Defense. Department of Defense
b. Organization of the Department of a. The functions and responsibilities
Defense. The Department of Defense assigned to the Military Departments, the
includes the Office of the Secretary of Services, the Chairman of the Joint Chiefs of
Defense, the Joint Chiefs of Staff, the Joint Staff, and the combatant commands will be
Staff, Defense agencies, DOD field activities, carried out in such a manner as to achieve
Military Departments and Military Services the following.
within those departments, combatant
commands, and other organizations and • Effective strategic direction of the
activities that may be established or designated Armed Forces.
by law, the President, or the Secretary of
Defense. • Employment of the Armed Forces in
joint force commands whenever such

II-1
Chapter II
arrangement is in the best interest of Service’s primary functions that has not been
national security. resolved. This action will not be construed
to prevent any Service Chief from presenting
• Integration of the Armed Forces into an unilaterally any issue of disagreement with
effective and efficient team of land, another Service.
naval, air, space, and special operations
forces. 5. Executive Agents
• Prevention of unnecessary duplication a. The Secretary of Defense may
or overlapping among the Services by designate an immediate subordinate,
using personnel, intelligence, facilities, normally the Secretary of a Military
equipment, supplies, and services of any Department or a combatant commander, to
or all Services such that military act as the executive agent for the
effectiveness and economy of resources performance of duties or activities, normally
will thereby be increased. temporary or transitory, that do not warrant
assignment of an additional permanent
• Coordination of Armed Forces function. The purpose, scope of authority,
operations to promote efficiency and and duration of such designation is made
economy and to prevent gaps in clear in the establishing directive.
responsibility.
b. Executive agent responsibilities and
• Effective multinational operations. activities assigned to the Secretary of a
Military Department may serve as
b. Development of Major Force justification of budgetary requirements but
Requirements. Major force requirements will not be used as the basis for establishing
to fulfill any specific primary function of an additional force requirements.
individual Service must be justified on the
basis of existing or predicted need as c. Responsibilities of an executive agent
recommended by the Chairman of the Joint are as shown in Figure II-1.
Chiefs of Staff, in coordination with the Joint
Chiefs of Staff and combatant commanders, SECTION B. THE JOINT
and as approved by the Secretary of Defense. CHIEFS OF STAFF
c. Exceptions to Primary Responsibilities. “The Joint Chiefs of Staff system is
The development of special weapons and unique among all known systems for
equipment and the provision of training the strategic direction of a war. It has
brought victory where other systems
equipment required by each of the Services
have failed. It has withstood the all
are the responsibilities of the individual important test of war.”
Service concerned unless otherwise directed
by the Secretary of Defense. Arleigh Burke: Speech in
Minneapolis, 6 October 1956
d. Responsibility of a Service Chief on
Disagreements Related to That Service’s 6. Composition and Functions
Primary Functions. Each Service Chief is
responsible for presenting to the Chairman a. The Joint Chiefs of Staff consist of the
of the Joint Chiefs of Staff any Chairman of the Joint Chiefs of Staff; the Vice
disagreement within the field of that Chairman of the Joint Chiefs of Staff; the

II-2 JP 0-2
 Functions of the Department of Defense and Its Major Components

RESPONSIBILITIES OF AN EXECUTIVE AGENT

Implement and comply with the relevant policies and

directives of the Secretary of Defense.
Ensure proper coordination among Military Departments, the
combatant commands, the Joint Chiefs of Staff, the
Joint Staff, the Office of the Secretary of Defense, and the
Defense agencies and Department of Defense (DOD) field
activities, as appropriate, for the responsibilities and
activities assigned.
Issue directives to other DOD components and take action
on behalf of the Secretary of Defense, to the extent
authorized in the directive establishing the executive agent.
Make recommendations to the Secretary of Defense for
actions regarding the activity for which the executive agent
was designated, including the manner and timing for
dissolution of these responsibilities and duties.
Perform such other duties and observe such limitations as
may be set forth in the directive establishing the executive
agent.

Figure II-1. Responsibilities of an Executive Agent

Chief of Staff, US Army; the Chief of Naval advice provided by the Chairman of the Joint
Operations; the Chief of Staff, US Air Force; Chiefs of Staff. The Chairman of the Joint
and the Commandant of the Marine Corps. Chiefs of Staff will present such advice or
opinion when presenting the Chairman’s
b. The Chairman of the Joint Chiefs of advice. The Chairman of the Joint Chiefs of
Staff is the principal military advisor to the Staff will not unduly delay advice by reason
President, the National Security Council, and of such submission. The Chairman also will
the Secretary of Defense. inform, as considered appropriate, the
President, the National Security Council, or
c. The other members of the Joint Chiefs the Secretary of Defense of the range of
of Staff are military advisors to the President, military advice and opinion with respect to
the National Security Council, and the any matter.
Secretary of Defense as specified in
subparagraphs 6d to 6f below. e. The members of the Joint Chiefs of
Staff, individually or collectively, in their
d. A member of the Joint Chiefs of Staff capacity as military advisors, will provide
may submit to the Chairman of the Joint advice to the President, the National Security
Chiefs of Staff advice or an opinion in Council, or the Secretary of Defense on a
disagreement with, or in addition to, the particular matter upon request.

II-3
Chapter II
f. The Joint Chiefs of Staff, assisted by The Director and the Operations Deputies,
the Joint Staff, constitute the immediate or the Vice Director and the Deputy
military staff of the Secretary of Defense. Operations Deputies, collectively
recommend actions to the Chairman of the
g. Each Service Chief has an Operations Joint Chiefs of Staff.
Deputy and a Deputy Operations Deputy.
The Director, Joint Staff, presides over h. To the extent it does not impair
meetings of the Operations Deputies, and the independence in the performance of duties as
Vice Director, Joint Staff, presides over a member of the Joint Chiefs of Staff, each
meetings of the Deputy Operations Deputies. member (except the Chairman) will inform

AN ORGANIZATIONAL HISTORY

Although the separate military Services are almost as old as the nation, the
Joint Chiefs of Staff [JCS] traces its beginnings only to World War II. Soon
after American entry into that war, President Roosevelt and Prime Minister
Churchill created the Combined Chiefs of Staff to provide strategic direction
to the US-British war effort. The President then formed the US Joint Chiefs of
Staff as the American representatives to the Combined Chiefs of Staff.

From this seemingly simple beginning as counterparts to the British on the

Combined Chiefs of Staff, the JCS almost immediately assumed the role of
corporate leadership of the American military organization. Under the authority
and responsibility of the President as Commander in Chief, the JCS undertook
the coordination and strategic direction of the Army and Navy.

Initially the American JCS consisted of three men: the Army Chief of Staff, the
Commanding General of the Army Air Forces, and the Commander in Chief of
the U.S. Fleet and Chief of Naval Operations. Soon after the JCS assumed
direction of the war, the Chief of Staff to the Commander in Chief of the Army
and Navy, or the chairman of the JCS, was added to serve as “go-between”
with the President and the Service Chiefs. Throughout World War II, the JCS
operated without a formal charter on the assumption that such a charter might
inhibit the Joint Chiefs from doing what was necessary to win the war. In fact,
the JCS owed its World War II existence and powers solely to letters exchanged
by the Service Chiefs of the Army and Navy.

The National Security Act of 1947, which established the National Security
Council and created the Air Force as a separate military department, legitimized
the Joint Chiefs of Staff by establishing it as a permanent organization within
the national defense establishment and by providing it with a joint staff of a
hundred officers. This act designated the Joint Chiefs as the principal military
advisors to the President and the Secretary of Defense and gave them several
general responsibilities and prerogatives. The chiefs were directed to prepare
joint strategic and logistic plans for the Services and were given the authority
to assign logistic responsibilities to the Services, to establish unified
commands, and to formulate training and educational policies for the Armed
Services.

SOURCE: Korb, Lawrence J., The Joint Chiefs of Staff: The First
Twenty-five Years, Bloomington: Indiana University Press, 1976

II-4 JP 0-2
 Functions of the Department of Defense and Its Major Components
their respective Service Secretary 7. Chairman of the Joint Chiefs
regarding military advice rendered by of Staff
members of the Joint Chiefs of Staff on
matters affecting their Military Department. a. The Chairman of the Joint Chiefs of Staff
is appointed by the President, by and with
i. The duties of the Service Chiefs as the advice and consent of the Senate, from
members of the Joint Chiefs of Staff take the officers of the regular component of the
precedence over all their other duties. United States Armed Forces.

j. After first informing the Secretary of b. The Chairman of the Joint Chiefs of Staff
Defense, a member of the Joint Chiefs of Staff arranges for military advice, as appropriate,
may make such recommendations to to be provided to all offices of the Secretary
Congress relating to the Department of of Defense.
Defense as the member may consider
appropriate. c. While holding office, the Chairman of
the Joint Chiefs of Staff outranks all other
k. When there is a vacancy in the office of officers of the Armed Forces. The
the Chairman of the Joint Chiefs of Staff, or Chairman, however, may not exercise
in the absence or disability of the Chairman, military command over the combatant
the Vice Chairman acts as and performs commanders, Joint Chiefs of Staff, or any of
the duties of the Chairman until a successor the Armed Forces.
is appointed or the absence or disability ceases.
d. The Chairman of the Joint Chiefs of Staff
l. When there is a vacancy in the offices acts as the spokesman for the combatant
of both the Chairman and Vice Chairman of commanders, especially on the operational
the Joint Chiefs of Staff, in the absence or requirements of their commands. These
disability of both the Chairman and the Vice commanders will send their reports to the
Chairman, or when there is a vacancy in one Chairman, who will channel them to the
such office and in the absence or disability of Secretary of Defense, subject to the direction
the officer holding the other, the President of the Secretary of Defense, so that the
will designate another member of the Joint Chairman may better incorporate the views
Chiefs of Staff to act as and perform the of these commanders in advice to the
duties of the Chairman until a successor to President and the Secretary of Defense. The
the Chairman or Vice Chairman is appointed Chairman also communicates, as appropriate,
or the absence or disability of the Chairman the combatant commanders’ requirements to
or Vice Chairman ceases. other elements of the Department of Defense.

m. The Commandant of the Coast Guard e. The Chairman of the Joint Chiefs of
is a Service Chief but not a member of the Staff assists the President and the Secretary
Joint Chiefs of Staff. When appropriate, the of Defense in performing their command
Commandant of the Coast Guard may be functions. The Chairman transmits their
invited by the Chairman of the Joint Chiefs orders to the combatant commanders as
of Staff or the Service Chiefs to participate in directed by the NCA and coordinates all
meetings or to discuss matters of mutual communications in matters of joint interest
interest to the Coast Guard and the other addressed to the combatant commanders by
Services. other authority.

II-5
Chapter II
f. In addition to other duties as a member the Secretary of Defense. Such strategy
of the Joint Chiefs of Staff, the Chairman will include broad military options
will, subject to the authority, direction, and prepared by the Chairman with the advice
control of the President and the Secretary of of the Joint Chiefs of Staff and the
Defense: combatant commanders.

• Preside over the Joint Chiefs of Staff; •• Net assessments to determine the
capabilities of the Armed Forces of the
• Provide an agenda for each meeting United States and its allies as compared
of the Joint Chiefs of Staff (including, as to those of potential adversaries.
the Chairman considers appropriate, any
subject for the agenda recommended by • Perform duties, as assigned by the
any other member of the Joint Chiefs of President, to assist the President and
Staff); the Secretary of Defense in performing
their command functions.
• Assist the Joint Chiefs of Staff in
carrying out their business as promptly • Assist the President and the Secretary of
as practicable; and Defense in providing for the strategic
direction of the Armed Forces, including
• Determine when issues under the direction of operations conducted by
consideration by the Joint Chiefs of Staff the combatant commanders.
will be decided.
• Prepare strategic plans, including plans
g. In performing CJCS functions, duties, that conform with resource levels
and responsibilities including those projected by the Secretary of Defense to
enumerated above, the Chairman will: be available for the period of time for
which the plans are to be effective.
• Convene regular meetings of the Joint
Chiefs of Staff; and • Advise the Secretary of Defense on the
preparation of policy guidance for the
• As appropriate, consult with and seek preparation and review of operation and
the advice of the other members of the campaign plans.
Joint Chiefs of Staff, collectively or
individually, and of the combatant • Provide for the preparation and review
commanders. of joint operation plans that conform
to policy guidance from the President and
h. Subject to the direction, authority, and the Secretary of Defense.
control of the President and the Secretary of
Defense, the Chairman of the Joint Chiefs • Prepare joint logistic and mobility
of Staff has the following responsibilities. plans to support those joint operation
plans and recommend the assignment of
• Prepare military strategy and logistic and mobility responsibilities to
assessments of the associated risks. the Armed Forces in accordance with
These will include the following. those logistic and mobility plans.
Ascertain the logistic support available
•• A military strategy to support to execute the joint operation and
national security objectives within policy campaign plans of the combatant
and resource-level guidance provided by commanders. Review and recommend

II-6 JP 0-2
 Functions of the Department of Defense and Its Major Components
to the Secretary of Defense appropriate the Secretary of Defense, to achieve
logistic guidance for the Military greater conformity with the priorities
Services that, if implemented, will result established in strategic plans and the
in logistic readiness consistent with requirements priorities of the combatant
approved plans. commanders.

• Advise the Secretary of Defense on • Recommend a budget proposal for

critical deficiencies and strengths in activities of each combatant command.
force capabilities (including manpower, Activities for which funding may be
logistic, and mobility support) identified requested in such a proposal include:
during the preparation and review of
joint operation plans and assess the effect •• Joint exercises;
of such deficiencies and strengths on
meeting national security objectives, •• Force training;
policy, and strategic plans.
•• Contingencies; and
• Establish and maintain a uniform
system of evaluating the preparedness •• Selected operations.
of each combatant command to carry
out their assigned missions. • Advise the Secretary of Defense on the
extent to which the major programs
• Advise the Secretary of Defense on the and policies of the Armed Forces in the
priorities of the requirements, area of manpower conform with
especially operational requirements, strategic plans.
identified by the combatant commanders.
• Develop and establish doctrine for all
• Advise and assist the Secretary of aspects of the joint employment of the
Defense concerning the preparation of Armed Forces.
annual policy guidance to be provided
to the heads of DOD components for the • Formulate policies for the joint
preparation and review of program training of the Armed Forces.
recommendations and budget proposals
of their respective components. • Formulate policies for coordinating the
military education and training of
• Advise the Secretary of Defense on members of the Armed Forces.
the extent to which the program
recommendations and budget proposals • Provide for representation of the
of the Military Departments and other United States on the Military Staff
DOD components conform with the Committee of the UN in accordance
priorities established in strategic plans with the Charter of the UN.
and with the priorities established for the
requirements of the combatant • Submit to the Secretary of Defense, not
commanders. less than once every 3 years, a report
containing such recommendations for
• Submit to the Secretary of Defense changes in the assignment of roles and
alternative program recommendations functions of the Services and changes
and budget proposals, within projected in the assignment of missions of the
resource levels and guidance provided by combatant commanders as the Chairman

II-7
Chapter II
of the Joint Chiefs of Staff considers to the requirements of those commands,
necessary to achieve maximum individually and collectively; and
effectiveness of the Armed Forces.
•• Communicate, as appropriate, those
• Prepare integrated plans for military requirements to other elements of the
mobilization. Department of Defense.

• Subject to the direction of the President, • Review the plans and programs of
attend and participate in meetings of combatant commanders to determine
the NSC. their adequacy, consistency,
acceptability, and feasibility for the
• Advise and assist the President and the performance of assigned missions.
Secretary of Defense on establishing
combatant commands to perform • Advise and assist the Secretary of
military missions and on prescribing the Defense on measures to provide for the
force structure of those commands. administration and support of forces
assigned to each combatant command.
• Periodically (not less than every 2 years)
review the missions, responsibilities • Determine the headquarters support,
(including geographic boundaries), and such as facilities, personnel, and
force structure of each combatant communications, required by combatant
command, and recommend to the commanders and recommend the
President through the Secretary of assignment to the Military Departments
Defense any changes to missions, of the responsibilities for providing such
responsibilities, and force structures as support.
may be necessary.
• Provide guidance and direction to the
• Oversee the activities of the combatant combatant commanders on aspects of C2
commands. that relate to the conduct of operations.

• Serve as the spokesman for combatant • Provide military guidance to the

commanders, especially on the Military Departments, Military Services,
operational requirements of their and Defense agencies in the preparation
commands. In performing this function, of their respective detailed plans.
the Chairman of the Joint Chiefs of Staff
will: • Participate, as directed, in the
preparation of multinational plans for
•• Confer with and obtain information military action in conjunction with the
from the combatant commanders with Armed Forces of other nations.
respect to the requirements of their
commands; • Prepare and submit to the Secretary of
Defense, for consideration in connection
•• Evaluate and integrate this with the preparation of budgets,
information; statements of military requirements
based on US strategic considerations,
•• Advise and make recommendations current national security policy, and
to the Secretary of Defense with respect strategic plans. These statements of

II-8 JP 0-2
 Functions of the Department of Defense and Its Major Components
requirements include tasks, priority of and to make recommendations to the
tasks, force requirements, and general Secretary of Defense, as necessary, for
strategic guidance for developing keeping the Military Assistance Program
military installations and bases and for aligned with agreed strategic concepts.
equipping and maintaining military
forces. • Manage, for the Secretary of Defense,
the National Military Command
• Assess military requirements for System (NMCS), to meet the needs of
defense acquisition programs. the NCA and the Joint Chiefs of Staff
and establish operational policies and
• Advise and assist the Secretary of procedures for all components of the
Defense in research and engineering NMCS and ensure their implementation.
matters by preparing the following:
• Provide overall supervision of those
•• Statements of broad strategic guidance Defense agencies and DOD field
to be used in the preparation of an activities assigned to the Chairman of the
integrated DOD program; Joint Chiefs of Staff by the Secretary of
Defense. Advise the Secretary of
•• Statements of overall military Defense on the extent to which the
requirements; program recommendations and budget
proposals of a Defense agency or DOD
•• Statements of the relative military field activity, for which the Chairman has
importance of development activities to been assigned overall supervision,
meet the needs of the combatant conform with the requirements of the
commanders; and Military Departments and of the
combatant commands.
•• Recommendations for the assignment
of specific new weapons to the Armed • Periodically (not less than every 2 years)
Forces. report to the Secretary of Defense on the
responsiveness and readiness of
• Prepare and submit to the Secretary of designated combat support agencies.
Defense, for information and Those include the following.
consideration, general strategic guidance
for the development of industrial and •• Defense Contract Management
manpower mobilization programs. Agency.

• Prepare and submit to the Secretary of •• Defense Information Systems

Defense military guidance for use in the Agency.
development of security assistance
programs and other actions relating to •• Defense Intelligence Agency (DIA).
foreign military forces, including
recommendations for allied military •• DLA.
forces, materiel, and facilities
requirements related to US strategic •• National Imagery and Mapping
objectives, current national security Agency (NIMA).
policy, strategic plans, and the
implementation of approved programs; •• National Security Agency.

II-9
Chapter II
•• Defense Threat Reduction Agency • Advise the Secretary of Defense on
(DTRA). establishing career guidelines for
officers with the joint specialty and on
•• Any other Defense agency designated procedures for overseeing the careers,
as a combat support agency by the including promotions and career
Secretary of Defense. assignments, of officers with the joint
specialty and other officers who serve in
• Provide for the participation of combat joint duty assignments.
support agencies in joint training
exercises, assess their performance, and • Advise and assist the Secretary of
take steps to provide for changes to Defense on the periodic review,
improve their performance. accreditation, and revision of the
curriculum of each professional
• Develop a uniform readiness reporting military education school to enhance
system for reporting the readiness of the education and training of officers in
combat support agencies. joint matters.

• Identify deficiencies in the capabilities • Advise and assist the Secretary of

of the DIA and the National Security Defense in preparing guidelines to be
Agency to the Secretary of Defense so furnished to the Secretaries of the
that necessary policy and programs can Military Departments for ensuring that
be implemented to correct deficiencies. specified officer promotion boards give
appropriate consideration to the
• Oversee military aspects of the activities performance of officers who are serving,
of DTRA. or have served, in joint duty assignments.

• Advise the Secretary of Defense on • Designate at least one officer currently

requirements and priorities for geospatial serving in a joint duty assignment to each
information and services, and provide officer promotion board that will
guidance to NIMA and the combatant consider officers who are serving or have
commands to serve as the basis for served in a joint duty assignment. (The
relationships between these Secretary of Defense may waive this
organizations. requirement in the case of any selection
board of the Marine Corps.)
• Select officers to serve on the Joint
Staff. The Chairman of the Joint Chiefs • Review the reports of selection boards
of Staff may suspend from duty and that consider for promotion officers
recommend the reassignment of any serving, or having served, in joint duty
officer assigned to the Joint Staff. assignments in accordance with
guidelines furnished by the Secretary of
• Exercise exclusive direction of the Joint Defense and return the reports with
Staff. determinations and comments to the
Secretary of the appropriate Military
• Advise and assist the Secretary of Department.
Defense on the establishment and review
of joint duty positions, including those • Submit to the Secretary of Defense an
designated as critical joint duty positions. evaluation of the joint duty

II-10 JP 0-2
 Functions of the Department of Defense and Its Major Components
performance of officers recommended e. The Vice Chairman is a member of the
for an initial appointment to the grade of Joint Nuclear Weapons Council, is the Vice
lieutenant general or vice admiral, or Chairman of the Defense Acquisition Board,
initial appointment as general or admiral. and may be delegated by the Chairman of the
Joint Chiefs of Staff to act as the Chairman
• Prescribe the duties and functions of of the Joint Requirements Oversight
the Vice Chairman with the approval Council.
of the Secretary of Defense.
9. The Joint Staff
• Appoint consultants to the Joint Staff
from outside the Department of Defense, a. The Joint Staff is under the exclusive
subject to the approval of the Secretary authority, direction, and control of the
of Defense. Chairman of the Joint Chiefs of Staff. The
Joint Staff will perform duties using
• Perform such other duties as the procedures that the Chairman prescribes to
President or the Secretary of Defense assist the Chairman and the other members
may prescribe. of the Joint Chiefs of Staff in carrying out
their responsibilities.
8. Vice Chairman of the Joint
Chiefs of Staff b. The Joint Staff includes officers selected
in proportional numbers from the Army,
a. The Vice Chairman of the Joint Chiefs Navy and Marine Corps, and Air Force. Coast
of Staff is appointed by the President, by Guard officers may also serve on the Joint
and with the advice and consent of the Senate, Staff.
from the officers of the regular components
of the United States Armed Forces. c. Selection of officers to serve on the Joint
Staff is made by the Chairman of the Joint
b. The Vice Chairman holds the grade of Chiefs of Staff from a list of officers
general or admiral and outranks all other submitted by the Services. Each officer
officers of the Armed Forces except the whose name is submitted must be among those
Chairman of the Joint Chiefs of Staff. The officers considered to be the most
Vice Chairman may not exercise military outstanding officers of that Service. The
command over the Joint Chiefs of Staff, or Chairman may specify the number of officers
any of the Armed Forces. to be included on such a list.

c. The Vice Chairman performs the duties d. After coordination with the other
prescribed as a member of the Joint Chiefs members of the Joint Chiefs of Staff and with
of Staff and such other duties and functions the approval of the Secretary of Defense, the
as may be prescribed by the Chairman of Chairman of the Joint Chiefs of Staff may
the Joint Chiefs of Staff with the approval select a Director, Joint Staff.
of the Secretary of Defense.
e. The Chairman of the Joint Chiefs of
d. When there is a vacancy in the office of Staff manages the Joint Staff and its
the Chairman of the Joint Chiefs of Staff, or Director.
in the absence or disability of the Chairman,
the Vice Chairman acts as and performs f. The Joint Staff will not operate or be
the duties of the Chairman until a successor organized as an overall Armed Forces General
is appointed or the absence or disability ceases. Staff and will have no executive authority.

II-11
Chapter II
The Joint Staff is organized and operates certain Service-like functions (under title 10,
along conventional staff lines to support the USC, chapter 6), including the following.
Chairman and the other members of the Joint
Chiefs of Staff in discharging their assigned • Train, equip, and provide combat-ready
responsibilities. In addition, the Joint Staff is special operations forces (SOF) to the
the focal point for the Chairman to ensure that other combatant commands and, when
comments and concerns of the combatant directed by the NCA, conduct selected
commanders are well represented and special operations (SO). USSOCOM’s
advocated during all levels of coordination. role in equipping SOF is generally
limited to SO-peculiar equipment and
SECTION C. COMMON supplies.
FUNCTIONS OF THE
• Develop strategy, doctrine, and tactics,
MILITARY DEPARTMENTS techniques, and procedures for SOF, to
AND SERVICES include psychological operations
(PSYOP) and civil affairs (CA). (Note:
10. Common Functions of the Joint doctrine and JTTP are developed
Military Departments under the procedures approved by the
Chairman of the Joint Chiefs of Staff.)
Subject to the authority, direction, and
control of the Secretary of Defense and subject • Prepare and submit to the Secretary of
to the provisions of Chapter 6, title 10, United Defense program recommendations and
States Code (USC), the functions of the budget proposals for SOF and other
Military Departments, under their respective forces assigned to USSOCOM.
Secretaries, are prescribed by DOD Directive
(DODD) 5100.1, Functions of the SECTION D. FUNCTIONS OF
Department of Defense and Its Major THE COMBATANT
Components, and shown in Figure II-2. COMMANDERS
11. Common Functions of the 12. General
Military Services and the
United States Special Geographic combatant commanders are
Operations Command assigned a geographic AOR by the NCA.
Functional combatant commanders
a. Subject to the authority, direction, and support geographic combatant commanders,
control of the Secretary of Defense and subject conduct operations in direct support of the
to the provisions of title 10, USC, chapter 6, NCA, and may be designated by the NCA as
the Army, Navy, Marine Corps, and Air the supported combatant commander for an
Force, under their respective Secretaries, are operation. Unless otherwise directed by the
responsible for the functions prescribed in President or the Secretary of Defense, the
detail in DODD 5100.1, Functions of the authority, direction, and control of the
Department of Defense and Its Major commander of a combatant command,
Components. Specific Service functions also with respect to the commands and the forces
are delineated in that directive. assigned to that command, are shown in
Figure II-3.
b. USSOCOM is unique among the
combatant commands in that it performs

II-12 JP 0-2
Functions of the Department of Defense and Its Major Components

COMMON FUNCTIONS OF THE

MILITARY DEPARTMENTS

To prepare forces and establish reserves of manpower, equipment, and

supplies for the effective prosecution of war and military operations other than
war and plan for the expansion of peacetime components to meet the needs
of war.
To maintain in readiness mobile reserve forces, properly organized, trained,
and equipped for employment in an emergency.
To provide adequate, timely, and reliable intelligence and counterintelligence
for the Military Departments and other agencies as directed by competent
authority.
To recruit, organize, train, and equip interoperable forces for assignment to
combatant commands.
To prepare and submit programs and budgets for their respective
departments; justify before Congress budget requests as approved by the
President; and administer the funds made available for maintaining,
equipping, and training the forces of their respective departments, including
those assigned to combatant commands. The budget submissions to the
Secretary of Defense by the Military Departments will be prepared on the
basis, among other things, of recommendations of combatant commanders
and of Service component commanders of forces assigned to combatant
commands.
To conduct research; develop tactics, techniques, and organization; and
develop and procure weapons, equipment, and supplies essential to the
fulfillment of the functions assigned by Chapter 6, title 10, United States Code
and by Department of Defense Directive 5100.1, Functions of the Department
of Defense and Its Major Components.
To develop, garrison, supply, equip, and maintain bases and other
installations, including lines of communications, and to provide administrative
and logistic support for all forces and bases unless otherwise directed by the
Secretary of Defense.
To provide, as directed, such forces, military missions, and detachments
for service in foreign countries as may be required to support the national
interest of the United States.
To assist in training and equipping the military forces of foreign nations.
To provide, as directed, administrative and logistic support to the
headquarters of combatant commands, to include direct support of the
development and acquisition of the command and control system of such
headquarters.
To assist each other in the accomplishment of their respective functions,
including the provisions of personnel, intelligence, training, facilities,
equipment, supplies, and services.
To prepare and submit, in coordination with other Military Departments,
mobilization information to the Joint Chiefs of Staff.

Figure II-2. Common Functions of the Military Departments

II-13
Chapter II

GENERAL FUNCTIONS OF A
COMBATANT COMMANDER

Giving authoritative direction to subordinate commands

and forces necessary to carry out missions assigned to the
command, including authoritative direction over all aspects
of military operations, joint training, and logistics.
Prescribing the chain of command to the commands and
forces within the command.
Organizing commands and forces within that command as
necessary to carry out missions assigned to the command.
Employing forces within that command as necessary to
carry out missions assigned to the command.
Assigning command functions to subordinate
commanders.
Coordinating and approving those aspects of
administration, support (including control of resources and
equipment, internal organization, and training), and
discipline necessary to carry out missions assigned to the
command.
Exercising the authority with respect to selecting
subordinate commanders, selecting combatant command
staff, suspending subordinates, and convening courts-
martial as delineated in title 10, US Code, section 164.

Figure II-3. General Functions of a Combatant Commander

13. Assigned Responsibilities consequence management operations in
response to nuclear, radiological, chemical,
a. The Commander in Chief, US Joint or biological weapons of mass destruction
Forces Command (USCINCJFCOM) is the incidents; and plans for the land defense of
lead joint force integrator and trainer. CONUS, domestic support operations to assist
USCINCJFCOM, among other responsibilities,government agencies, and the binational
Canada-US land and maritime defense of the
serves as the DOD executive agent for joint
warfighting experimentation; supports the Canada-US region.
joint doctrine development program; serves
as the joint force provider of its assigned b. The Commanders in Chief, US
continental United States (CONUS)-based Central Command, US European
forces; provides, within CONUS, military Command, US Pacific Command, US
assistance to civil authorities including Southern Command, and US Joint Forces

II-14 JP 0-2
 Functions of the Department of Defense and Its Major Components
Command are each assigned a geographic strategic ballistic missile defense for the
AOR within which their missions are United States and missile warning and space
accomplished with assigned and/or attached surveillance in support of US agreements with
forces. Forces under the direction of the North American Aerospace Defense
President or the Secretary of Defense may Command (NORAD). USCINCSPACE also
conduct operations from or within any is the Commander, US Element, NORAD,
geographic area as required for and normally is designated the commander
accomplishing assigned tasks, as mutually in chief of the binational command of the
agreed by the commanders concerned or as United States and Canada. (NOTE:
specifically directed by the President or the Commander in Chief, North American
Secretary of Defense. Aerospace Defense Command
(CINCNORAD) is not a combatant
c. Commander in Chief, United States commander but, when also acting as
Special Operations Command (USCINCSOC) Commander US Element NORAD, does
provides combat-ready SOF to other exercise COCOM over US forces made
combatant commands and, if directed by the available in the “Forces for Unified
NCA, exercises command of selected SO Commands” memorandum. CINCNORAD
missions. provides aerospace warning for North
America, to include integrated tactical
• USCINCSOC exercises COCOM of all warning and threat assessment as well as
Active and Reserve Component SOF, US aerospace control of North America.) US
Army PSYOP forces, and CA (except for Space Command also serves as the military
Marine Corps Reserve Civil Affairs lead for computer network defense (CND) and
Groups) stationed in CONUS. Most SO computer network attack (CNA), to include
within a geographic combatant advocating the CND and CNA requirements
commander’s AOR are conducted by the for all combatant commanders, conducting
designated theater SO command or a CND and CNA operations, and planning and
joint SO task force formed temporarily developing national requirements for CND
to conduct SO in a specific operational and CNA.
area or to prosecute SO in support of a
theater campaign or other operations. e. The Commander in Chief, US
Strategic Command is responsible primarily
• USCINCSOC exercises authority, for strategic nuclear forces to support the
direction, and control over the national objective of strategic deterrence.
expenditure of funds for forces assigned
to USSOCOM and SO forces assigned f. The Commander in Chief, US
to other combatant commands. (Note: Transportation Command (USCINCTRANS)
This authority extends to the is the single manager for defense
development and acquisitions of SO- transportation. USCINCTRANS provides
peculiar equipment, the acquisition of global transportation management of
SO-peculiar material, supplies, and common-user air, land, and sea transportation
services, and other expenditures directed for the Department of Defense by employing
by the Secretary of Defense.) an integrated transportation system across the
range of military operations both in peace and
d. The Commander in Chief, US Space war. USCINCTRANS is the DOD-
Command (USCINCSPACE) conducts designated single port manager for all
space operations, including support of common-user aerial and sea ports worldwide.

II-15
Chapter II
USCINCTRANS is also the single manager which the commander of the combatant
for patient movement, other than for command has been assigned authority as
intratheater patient movement. outlined in paragraph 13.

For further detail concerning combatant b. The commander of a command or

commanders’ assigned responsibilities, refer force assigned to a commander of a combatant
to the UCP. command will communicate with other
elements of the Department of Defense on
14. Additional Authority any matter for which the commander of the
combatant command has been assigned
If a combatant commander at any time authority in accordance with procedures, if
considers his or her authority, direction, or any, established by the commander of the
control with respect to any of the commands combatant command.
or forces assigned to his or her command to
be insufficient to command effectively, the c. Other elements of the Department of
commander will promptly inform the Defense will communicate with the
Secretary of Defense through the Chairman commander of a command or force
of the Joint Chiefs of Staff. assigned to a commander of a combatant
command on any manner for which the
15. Authority Over commander of the combatant command has
Subordinate Commanders been assigned authority in accordance with
procedures, if any, established by the
Unless otherwise directed by the President commander of the combatant command.
or the Secretary of Defense, commanders of
the combatant commands exercise d. The commander of a subordinate
authority over subordinate commanders as command or force will advise the
follows. commander of the combatant command,
if so directed, of all communications to and
a. Commanders of commands and forces from other elements of the Department of
assigned to a combatant command are under Defense on any matter for which the
the authority, direction, and control of, and commander of the combatant command has
are responsible to, the commander of the not been assigned authority.
combatant command on all matters for

II-16 JP 0-2
 CHAPTER III
DOCTRINE AND POLICY FOR JOINT COMMAND
AND CONTROL
“Nothing is so important in war as an undivided command.”

Napoleon I: Maxims of War

SECTION A. COMMAND • “Staff channel” is the term used to

RELATIONSHIPS describe the channel by which
commanders interact with staffs. It also
1. General Principles describes the channel by which staff
officers contact their counterparts at
a. Command. Command is central to higher, adjacent, and subordinate
all military action, and unity of command headquarters. These staff-to-staff
is central to unity of effort. Inherent in contacts are for coordination and
command is the authority that a military cooperation only. Higher headquarters
commander lawfully exercises over staff officers exercise no independent
subordinates and confers authority to assign authority over subordinate headquarters
missions and to demand accountability for staffs, although staff officers normally
their attainment. Although commanders may honor requests for information.
delegate authority to accomplish missions,
they may not absolve themselves of the c. Levels of Authority. The authority
responsibility for the attainment of these vested in a commander must be commensurate
missions. Authority is never absolute; the with the responsibility assigned. Levels of
extent of authority is specified by the authority include the four types of
establishing authority, directives, and law. command relationships — COCOM,
OPCON, TACON, and support. The other
b. Command and Staff. JFCs are types of authority are coordinating authority,
provided staffs to assist them in the ADCON, and direct liaison authorized
decisionmaking and execution process. The (DIRLAUTH). An overview of command
staff is an extension of the commander; its relationships is shown in Figure III-1.
sole function is command support, and its
authority is delegated to it by the commander. d. Unity of Command. Unity of
A properly trained and directed staff will free command means all forces operate under a
the commander to devote more attention to single commander with the requisite authority
directing subordinate commanders and to direct all forces employed in pursuit of a
maintaining a picture of the situation as a common purpose. It is the foundation for trust,
whole. The staff should be composed of the coordination, and teamwork necessary for
smallest number of qualified personnel who unified action and requires clear delineation
can do the job. of responsibility among commanders up,
down, and laterally.
• “Command channel” is the term used
to describe the chain of command
through which command is exercised.

III-1
Chapter III

COMMAND RELATIONSHIPS
Combatant Command (command authority)
(Unique to Combatant Commander)
Budget and Planning, Programming,
and Budgeting System Input
Assignment of subordinate commanders
Relations with Department of Defense Agencies
Convene courts-martial
Directive authority for logistics
Authoritative direction for all military operations
When
and joint training
OPERATIONAL Organize and employ commands and forces
CONTROL Assign command functions to subordinates
is delegated Establish plans and requirements for intelligence,
surveillance, and reconnaissance activities
Suspend subordinate commanders from duty
When Local direction and When
Aid, assist, protect,
TACTICAL control of movements SUPPORT or sustain another
CONTROL or maneuvers to relationship is
organization
delegated
is delegated accomplish mission

Figure III-1. Command Relationships

2. Command Relationships and and JTFs may direct the assignment or

Assignment and Transfer of attachment of their forces to those subordinate
Forces commands and delegate the command
relationship as appropriate (see Figure III-2).
All forces under the jurisdiction of the
Secretaries of the Military Departments a. The combatant commander exercises
(except as noted in title 10, USC, section 162) COCOM over forces assigned or reassigned
are assigned to combatant commands by the by the NCA. Subordinate JFCs will exercise
Secretary of Defense’s “Forces for Unified OPCON over assigned or reassigned forces.
Commands” memorandum. A force Forces are assigned or reassigned when the
assigned or attached to a combatant command transfer of forces will be permanent or for an
may be transferred from that command as unknown period of time, or when the broadest
directed by the Secretary of Defense and under level of C2 is required or desired. OPCON
procedures prescribed by the Secretary of of assigned forces is inherent in COCOM
Defense and approved by the President. The and may be delegated within the combatant
command relationship the gaining command by the combatant commander.
commander will exercise (and the losing
commander will relinquish) will be specified b. The combatant commander normally
by the Secretary of Defense. Establishing exercises OPCON over forces attached by
authorities for subordinate unified commands the NCA. Forces are attached when the

III-2 JP 0-2
 Doctrine and Policy for Joint Command and Control

ASSIGNMENT AND TRANSFER OF

FORCES TO A JOINT FORCE

Forces, not command relationships, are transferred between

commands. When forces are transferred, the command
relationship the gaining commander will exercise (and the
losing commander will relinquish) over those forces must be
specified.
When transfer of forces to a joint force will be permanent (or for
an unknown but long period of time) the forces should be
reassigned. Combatant commanders will exercise combatant
command (command authority) and subordinate joint force
commanders (JFCs) will exercise operational control (OPCON)
over reassigned forces.
When transfer of forces to a joint force will be temporary, the
forces will be attached to the gaining command and JFCs will
normally exercise OPCON over the attached forces.
Establishing authorities for subordinate unified commands and
joint task forces direct the assignment or attachment of their
forces to those subordinate commands as appropriate.

Figure III-2. Assignment and Transfer of Forces to a Joint Force

transfer of forces will be temporary. combatant commander is exercising TACON

Establishing authorities for subordinate authority for force protection purposes.
unified commands and JTFs normally will
direct the delegation of OPCON over forces 3. Combatant Command
attached to those subordinate commands. (Command Authority)
c. In accordance with the “Forces for COCOM is the command authority over
Unified Commands” memorandum and the assigned forces vested only in the
UCP, except as otherwise directed by the commanders of combatant commands by
President or the Secretary of Defense, all title 10, USC, section 164 (or as directed by
forces operating within the geographic area the President in the UCP) and cannot be
assigned to a combatant command shall be delegated or transferred.
assigned or attached to, and under the
command of, the commander of that a. Basic Authority. COCOM is the
command. Transient forces do not come authority of a combatant commander to
under the chain of command of the area perform those functions of command over
commander solely by their movement across assigned forces involving organizing and
operational area boundaries, except when the employing commands and forces, assigning

III-3
Chapter III
tasks, designating objectives, and giving combatant commands, DOD elements, US
authoritative direction over all aspects of diplomatic missions, other US agencies,
military operations, joint training (or in the and organizations of other countries in the
case of USSOCOM, training of assigned AOR (if assigned). Whenever a combatant
forces), and logistics necessary to accomplish commander undertakes exercises,
the missions assigned to the command. operations, or other activities with the
COCOM should be exercised through the military forces of nations in another
commanders of subordinate organizations. combatant commander’s AOR, those
Normally, this authority is exercised through exercises, operations, and activities and
subordinate JFCs and Service and/or their attendant command relationships will
functional component commanders. be mutually agreed to between the
COCOM provides full authority to organize commanders.
and employ commands and forces as the
combatant commander considers necessary to • Determine those matters relating to the
accomplish assigned missions. exercise of COCOM in which
subordinates must communicate with
b. COCOM includes the authority to agencies external to the combatant
perform the following. command through the combatant
commander.
• Exercise or delegate OPCON of
assigned or attached forces, as described • Coordinate with subordinate commands
in paragraph 4 below. and components and approve those
aspects of administration and support
• Exercise directive authority for logistic (including control of resources and
matters (or delegate directive authority equipment, internal organization, and
for a common support capability). training), and discipline necessary to
carry out missions assigned to the
• Give authoritative direction to command.
subordinate commands and forces
necessary to carry out missions assigned • Establish personnel policies to ensure
to the command, including authoritative proper and uniform standards of military
direction over all aspects of military conduct.
operations, joint training, and logistics.
• Participate in the development and
• Coordinate the boundaries of acquisition of the command’s
geographic areas specified in the UCP command, control, communications,
with other combatant commanders and and computer (C4) systems and direct
inform USG agencies or organizations their operation.
of other countries in the AOR, as
necessary, to prevent both duplication of • Submit recommendations through the
effort and lack of adequate control of Chairman of the Joint Chiefs of Staff to
operations in the delineated areas. the Secretary of Defense concerning the
content of guidance affecting the
• Unless otherwise directed by the Secretary strategy and/or fielding of joint forces.
of Defense, function as the US military
single point of contact and exercise • Participate in the Planning,
directive authority over all elements of Programming, and Budgeting System,
the command in relationships with other as follows.

III-4 JP 0-2
 Doctrine and Policy for Joint Command and Control
•• Submit to the Chairman of the Joint •• Assess the impact of Office of the
Chiefs of Staff comments and Secretary of Defense program and
recommendations to be used in planning budget decisions and provide
the proposed DOD policy, strategy, and recommendations to the Chairman of
force guidance for programming. the Joint Chiefs of Staff and the Secretary
of Defense through the Chairman of the
•• Provide guidance to subordinate Joint Chiefs of Staff.
commands and components on
warfighting requirements and priorities •• As directed by the Secretary of
for addressing their program and budget Defense, prepare and submit budget
requests to the respective Military proposals to the Chairman of the Joint
Departments. Chiefs of Staff for activities of the
command.
•• Provide an integrated priority list
of essential warfighting requirements • Participate in the Joint Strategic
prioritized across Service and functional Planning System (JSPS) and the Joint
lines for consideration by the Secretaries Operation Planning and Execution
of the Military Departments, System (JOPES). Combatant
USCINCSOC, the Chairman of the Joint commanders’ comments are critical to
Chiefs of Staff, and the Secretary of ensuring that warfighting and peacetime
Defense in developing the DOD program operational concerns are emphasized in
and budget. all JSPS and JOPES documents.

•• Review reports from subordinate • Concur in the assignment (or

component commanders on the degree recommendation for assignment) of
to which their program and budget officers as commanders directly
requests meet the warfighting subordinate to the combatant commander
requirements of the command. and to positions on the combatant
Combatant commanders may command staff. Suspend from duty and
communicate directly with the recommend reassignment, when
Secretaries of the Military Departments, appropriate, of any subordinate officer
USCINCSOC, the Chairman of the Joint assigned to the combatant command.
Chiefs of Staff, and the Secretary of
Defense through the Chairman of the • Convene general courts-martial in
Joint Chiefs of Staff concerning their accordance with the Uniform Code of
assessments of operational capability Military Justice (UCMJ).
deficiencies associated with program and
budget requests. • In accordance with laws and national and
DOD policies, establish plans, policies,
•• Review and provide comments and programs, priorities, and overall
recommendations on the degree to requirements for C4 systems and the
which Service and Defense agencies’ intelligence, surveillance, and
programs satisfy warfighting requirements reconnaissance (ISR) activities of the
to the Chairman of the Joint Chiefs of command.
Staff and the Secretary of Defense
through the Chairman of the Joint Chiefs c. When directed in the UCP or otherwise
of Staff. authorized by the Secretary of Defense, the

III-5
Chapter III
commander of US elements of a support of their forces assigned or
multinational command may exercise attached to joint commands, subject to
COCOM of those US forces assigned to the following guidance.
that command.
•• Under peacetime conditions, the
d. Directive Authority for Logistic scope of the logistic authority exercised
Matters. Commanders of combatant by the commander of a combatant
commands exercise directive authority for command will be consistent with the
logistics and may delegate directive authority peacetime limitations imposed by
for a common support capability. The legislation, DOD policy or regulations,
combatant commander may delegate directive budgetary considerations, local
authority for as many common support conditions, and other specific conditions
capabilities to a subordinate JFC as required prescribed by the Secretary of Defense
to accomplish the subordinate JFC’s assigned or the Chairman of the Joint Chiefs of
mission. For some commodities or support Staff. Where these factors preclude
services common to two or more Services, execution of a combatant commander’s
one Service may be given responsibility for directive by component commanders, the
management based on DOD executive agent comments and recommendations of the
designations or regional agreements. The combatant commander, together with the
exercise of directive authority for logistics by comments of the component commander
a combatant commander includes the concerned, normally will be referred to
authority to issue directives to subordinate the appropriate Military Department for
commanders, including peacetime measures consideration. If the matter is not
necessary to ensure the following: effective resolved in a timely manner with the
execution of approved operation plans; appropriate Military Department, it will
effectiveness and economy of operation; be referred by the combatant commander,
and prevention or elimination of through the Chairman of the Joint Chiefs
unnecessary duplication of facilities and of Staff, to the Secretary of Defense.
overlapping of functions among the Service
component commands. •• Under crisis action, wartime
conditions, or where critical situations
• A combatant commander’s directive make diversion of the normal logistic
authority does not: process necessary, the logistic authority
of combatant commanders enables them
•• Discontinue Service responsibility for to use all facilities and supplies of all
logistic support; forces assigned and/or attached to
their commands as necessary for the
•• Discourage coordination by accomplishment of their missions.
consultation and agreement; or Joint logistic doctrine and policy
developed by the Chairman of the Joint
•• Disrupt effective procedures or Chiefs of Staff establishes wartime
efficient use of facilities or organizations. logistic support guidance that will assist
the combatant commander in conducting
• Unless otherwise directed by the successful joint operations.
Secretary of Defense, the Military
Departments and Services continue to • A combatant commander will exercise
have responsibility for the logistic approval authority over Service

III-6 JP 0-2
 Doctrine and Policy for Joint Command and Control
logistic programs (base adjustments, and employ those forces as the commander
force beddowns, and other aspects, as considers necessary to accomplish assigned
appropriate) within the command’s missions. It does not, in and of itself,
AOR that will have significant effects include authoritative direction for logistics
on operational capability or or matters of administration, discipline,
sustainability. When the combatant internal organization, or unit training.
commander does not concur with a These elements of COCOM must be
proposed Service logistic program action specifically delegated by the combatant
and coordination between the combatant commander. OPCON does include the
commander and the Service Chief fails authority to delineate functional responsibilities
to result in an arrangement suitable to all and operational areas of subordinate JFCs.
parties, the combatant commander may
forward the issue through the Chairman b. Commanders of subordinate
of the Joint Chiefs of Staff to the commands, including JTFs, normally will be
Secretary of Defense for resolution. given OPCON of assigned or attached forces
by the superior commander.
4. Operational Control
c. OPCON conveys the authority for the
OPCON is the command authority that following.
may be exercised by commanders at any
echelon at or below the level of combatant • Exercise or delegate OPCON and
command and may be delegated within the TACON, establish support relationships
command. When forces are transferred among subordinates, and designate
between combatant commands, the command coordinating authorities.
relationship the gaining commander will
exercise (and the losing commander will • Give direction to subordinate commands
relinquish) over these forces must be specified and forces necessary to carry out missions
by the Secretary of Defense. assigned to the command, including
authoritative direction over all aspects of
a. Basic Authority. OPCON is inherent military operations and joint training.
in COCOM and is the authority to perform
those functions of command over • Prescribe the chain of command to the
subordinate forces involving organizing and commands and forces within the
employing commands and forces, assigning command.
tasks, designating objectives, and giving
authoritative direction necessary to • Organize subordinate commands and
accomplish the mission. OPCON includes forces within the command as necessary
authoritative direction over all aspects of to carry out missions assigned to the
military operations and joint training command.
necessary to accomplish missions assigned
to the command. It should be exercised • Employ forces within the command, as
through the commanders of subordinate necessary, to carry out missions assigned
organizations; normally, this authority is to the command.
exercised through subordinate JFCs and
Service and/or functional component • Assign command functions to
commanders. OPCON normally provides full subordinate commanders.
authority to organize commands and forces

III-7
Chapter III
• Plan for, deploy, direct, control, and 5. Tactical Control
coordinate the actions of subordinate forces.
TACON is the command authority over
• Establish plans, policies, priorities, and assigned or attached forces or commands, or
overall requirements for the ISR activities military capability or forces made available
of the command. for tasking, that is limited to the detailed
direction and control of movements or
• Conduct joint training and joint training maneuvers within the operational area
exercises required to achieve effective necessary to accomplish assigned missions or
employment of the forces of the tasks.
command, in accordance with joint
doctrine established by the Chairman of a. Basic Authority. TACON is inherent
the Joint Chiefs of Staff, and establish in OPCON and may be delegated to and
training policies for joint operations exercised by commanders at any echelon at
required to accomplish the mission. This or below the level of combatant command.
authority also applies to forces attached When forces are transferred between
for purposes of joint exercises and combatant commands, the command
training. relationship the gaining commander will
exercise (and the losing commander will
• Suspend from duty and recommend relinquish) over those forces must be specified
reassignment of any officer assigned to by the Secretary of Defense.
the command.
b. TACON provides the authority to:
• Assign responsibilities to subordinate
commanders for certain routine • Give direction for military operations;
operational matters that require and
coordination of effort of two or more
commanders. • Control designated forces (e.g., ground
forces, aircraft sorties, missile launches,
• Establish an adequate system of control or satellite payload management).
for local defense and delineate such
operational areas for subordinate c. TACON provides sufficient authority for
commanders as deemed desirable. controlling and directing the application of
force or tactical use of combat support
• Delineate functional responsibilities and assets within the assigned mission or task.
geographic operational areas of TACON does not provide organizational
subordinate commanders. authority or authoritative direction for
administrative and logistic support; the
d. The Secretary of Defense may specify commander of the parent unit continues to
adjustments to accommodate authorities exercise these authorities unless otherwise
beyond OPCON in an establishing directive specified in the establishing directive.
when forces are transferred between
combatant commanders or when members d. TACON typically is exercised by
and/or organizations are transferred from the functional component commanders over
Military Departments to a combatant military capability or forces made available
command. Adjustments will be coordinated to the functional component for tasking.
with the participating combatant commanders.

III-8 JP 0-2
 Doctrine and Policy for Joint Command and Control
6. Support • The forces and resources allocated to the
supporting effort;
Support is a command authority. A support
relationship is established by a superior • The time, place, level, and duration of
commander between subordinate commanders the supporting effort;
when one organization should aid, protect,
complement, or sustain another force. • The relative priority of the supporting
effort;
a. Basic Authority. Support may be
exercised by commanders at any echelon at • The authority, if any, of the supporting
or below the level of combatant command. commander to modify the supporting
This includes the NCA designating a support effort in the event of exceptional
relationship between combatant commanders opportunity or an emergency; and
as well as within a combatant command. The
designation of supporting relationships is • The degree of authority granted to the
important as it conveys priorities to supported commander over the
commanders and staffs that are planning or supporting effort.
executing joint operations. The support
command relationship is, by design, a d. Unless limited by the establishing
somewhat vague but very flexible directive, the supported commander will
arrangement. The establishing authority (the have the authority to exercise general
common superior commander) is responsible direction of the supporting effort. General
for ensuring that both the supported and direction includes the designation and
supporting commander understand the degree prioritization of targets or objectives, timing
of authority that the supported commander and duration of the supporting action, and
is granted. other instructions necessary for coordination
and efficiency.
b. The supported commander should
ensure that the supporting commander e. The supporting commander
understands the assistance required. The determines the forces, tactics, methods,
supporting commander will then provide the procedures, and communications to be
assistance needed, subject to the supporting employed in providing this support. The
commander’s existing capabilities and other supporting commander will advise and
assigned tasks. When the supporting coordinate with the supported commander on
commander cannot fulfill the needs of the matters concerning the employment and
supported commander, the establishing limitations (e.g., logistics) of such support,
authority will be notified by either the assist in planning for the integration of such
supported or the supporting commander. The support into the supported commander’s effort
establishing authority is responsible for as a whole, and ensure that support
determining a solution. requirements are appropriately
communicated within the supporting
c. An establishing directive normally is commander’s organization.
issued to specify the purpose of the support
relationship, the effect desired, and the scope f. The supporting commander has the
of the action to be taken. It also should responsibility to ascertain the needs of the
include: supported force and take action to fulfill

III-9
Chapter III
them within existing capabilities, consistent This ensures that the tasked combatant
with priorities and requirements of other commander(s) receives the necessary support.
assigned tasks. Supported combatant commanders request
capabilities, task supporting DOD
g. Several categories of support have components, coordinate with the appropriate
been defined for use within a combatant Federal agencies, and develop a plan to
command to better characterize the support achieve the common goal. As part of the team
that should be given. For example, land effort, supporting combatant commanders
forces that provide fires normally are tasked provide the requested capabilities, as
in a direct support role. The categories are available, to assist the supported commander
shown in Figure III-3. to accomplish missions requiring additional
resources.
7. Support Relationships
Between Combatant b. The Chairman of the Joint Chiefs of
Commanders Staff organizes the joint planning and
execution community for joint operation
a. The NCA establish support relationships planning to carry out support relationships
between the combatant commands for the between the combatant commands. The
planning and execution of joint operations. supported commander is the combatant

CATEGORIES OF SUPPORT

GENERAL SUPPORT
That support which is given to the supported force as a whole rather
than to a particular subdivision thereof.

MUTUAL SUPPORT
That support which units render each other against an enemy
because of their assigned tasks, their position relative to each other
and to the enemy, and their inherent capabilities.

DIRECT SUPPORT
A mission requiring a force to support another specific force and
authorizing it to answer directly the supported force's request for
assistance.

CLOSE SUPPORT
That action of the supporting force against targets or objectives that
are sufficiently near the supported force as to require detailed
integration or coordination of the supporting action with the fire,
movement, or other actions of the supported force.

Figure III-3. Categories of Support

III-10 JP 0-2
 Doctrine and Policy for Joint Command and Control
commander having primary responsibility for subordinate or other organizations with
all aspects of a task assigned by the JSCP or respect to administration and support,
other joint operation planning authority. including organization of Service forces,
Supporting commanders provide control of resources and equipment,
augmentation forces, develop supporting personnel management, unit logistics,
plans, or provide other support to designated individual and unit training, readiness,
supported commanders. mobilization, demobilization, discipline, and
other matters not included in the operational
8. Relationships Between missions of the subordinate or other
Component Commanders organizations. ADCON is synonymous with
administration and support responsibilities
a. The JFC may establish support identified in title 10, USC. This is the
relationships between components to facilitate authority necessary to fulfill Military
operations. Support relationships afford an Department statutory responsibilities for
effective means to prioritize (and ensure unity administration and support. ADCON may
of effort for) various operations. Component be delegated to and exercised by
commanders should establish liaison with commanders of Service forces assigned to
other components to facilitate the support a combatant commander at any echelon at
command relationship and to coordinate the or below the level of Service component
planning and execution of pertinent command. ADCON is subject to the
operations. command authority of combatant
commanders.
b. When the commander of a Service
component is designated as a functional b. Coordinating Authority.
component commander, the associated Coordinating authority may be exercised by
Service component responsibilities for commanders or individuals at any echelon
assigned or attached forces are retained, but at or below the level of combatant
are not applicable to forces made available command. Coordinating authority is the
by other Service components. The operational authority delegated to a commander or
requirements of the functional component’s individual for coordinating specific functions
subordinate commands are prioritized and and activities involving forces of two or more
represented to the JFC by the functional Military Departments, two or more joint
component commander, relieving the force components, or two or more forces
commanders of the affected Service of the same Service (e.g., joint rear area
components of this responsibility, but the coordinator exercises coordinating
commanders of the affected Service authority for rear area operations among
components are not relieved of their the component commanders). Coordinating
administrative and support responsibilities. authority may be granted and modified
through a memorandum of agreement to
9. Other Authorities provide unity of command and unity of effort
for operations involving National Guard,
Other authorities outside the command Reserve Component (RC), and Active
relationships delineated above are described Component forces engaged in interagency
below. activities. The commander or individual has
the authority to require consultation between
a. Administrative Control. ADCON is the agencies involved but does not have the
the direction or exercise of authority over authority to compel agreement. The common

III-11
Chapter III
task to be coordinated will be specified in the for training). Combatant commanders will
establishing directive without disturbing the exercise OPCON of RC forces (less strategic
normal organizational relationships in other mobility forces assigned to US Transportation
matters. Coordinating authority is a Command) on active duty for training or
consultation relationship between performing inactive-duty training within their
commanders, not an authority by which AORs (except in CONUS, Hawaii, Alaska,
command may be exercised. It is more Puerto Rico, and the US territories), or
applicable to planning and similar activities participating anywhere in military operations
than to operations. Coordinating authority is or joint training under their jurisdiction.
not in any way tied to force assignment.
Assignment of coordinating authority is c. The authority combatant commanders
based on the missions and capabilities of the may exercise over assigned RC forces when
commands or organizations involved. not on active duty or when on active duty for
training is training and readiness oversight
c. Direct Liaison Authorized. (TRO). Combatant commanders normally
DIRLAUTH is that authority granted by a will exercise TRO over assigned forces
commander (any level) to a subordinate to through the Service component commanders.
directly consult or coordinate an action with TRO includes the authority to:
a command or agency within or outside of
the granting command. DIRLAUTH is more • Provide guidance to Service component
applicable to planning than operations and commanders on operational requirements
always carries with it the requirement of and priorities to be addressed in Military
keeping the commander granting Department training and readiness
DIRLAUTH informed. DIRLAUTH is a programs;
coordination relationship, not an authority
through which command may be exercised. • Comment on Service component
program recommendations and budget
10. Command of National requests;
Guard and Reserve Forces
• Coordinate and approve participation by
a. All National Guard and Reserve forces assigned RC forces in joint exercises and
(except those forces specifically exempted) other joint training when on active duty
are assigned by the Secretary of Defense to for training or performing inactive duty
the combatant commands under the authority for training;
provided in title 10, USC, sections 162 and
167, as indicated in the “Forces for Unified • Obtain and review readiness and
Commands” memorandum. However, those inspection reports on assigned RC
forces are available for operational missions forces; and
only when mobilized for specific periods in
accordance with the law, or when ordered to • Coordinate and review mobilization
active duty with the consent of the member plans (including post-mobilization
and after being validated for employment by training activities and deployability
their parent Service. validation procedures) developed for
assigned RC forces.
b. Combatant commanders will exercise
COCOM over assigned RC forces when d. Unless otherwise directed by the
mobilized or ordered to active duty (other than Secretary of Defense, the following applies.

III-12 JP 0-2
 Doctrine and Policy for Joint Command and Control
• Assigned RC forces on active duty (other SECTION B. JOINT
than for training) may not be deployed COMMAND AND CONTROL
until validated by the parent Service for
deployment. 11. Background
• Combatant commanders may employ Command (the lawful authority of a
RC forces assigned to their commands commander) and control (the regulation of
in contingency operations only when the forces and functions to accomplish the mission
forces have been mobilized for specific in accordance with the commander’s intent)
periods in accordance with the law, or is the most important function undertaken by
when ordered to active duty with the a JFC. It is the exercise of authority and
consent of the member and validated by direction by a properly designated commander
their parent Service. over assigned and attached forces. C2 is the
means by which a JFC synchronizes and/or
• RC forces on active duty for training or integrates joint force activities in order to
performing inactive-duty training may achieve unity of command and unity of effort.
be employed in connection with C2 ties together all the operational functions
contingency operations only as provided and tasks, and applies to all levels of war and
by law, and when the primary purpose is echelons of command across the range of
for training consistent with their mission military operations.
or specialty.
For further information on joint tasks refer to
e. Combatant commanders will Chairman of the Joint Chiefs of Staff Manual
communicate with assigned RC forces (CJCSM) 3500.04B, Universal Joint Task List.
through the Military Departments when the
RC forces are not on active duty or when on 12. Command and Control
active duty for training. Theory
f. Combatant commanders may inspect C2 enhances the commander’s ability to
assigned RC forces in accordance with DODD make sound and timely decisions and
5106.4, Inspectors General (IGs) of the successfully execute them. To assist
Unified and Specified Combatant Commands, commanders in making sound and timely
when such forces are mobilized or ordered to decisions, subparagraphs 12a and 12b discuss
active duty (other than for training). various tenets and a decision model that
impact on C2. Unity of effort over complex
g. USCINCSOC will exercise additional operations is made possible through
authority for certain functions for assigned RC decentralized execution of centralized,
forces and for all SOF assigned to other overarching plans. Advances in information
combatant commands in accordance with the management and communications greatly
current memoranda of agreement between enhance the situational awareness of tactical
USCINCSOC and the Secretaries of the commanders, subordinate JFCs, combatant
Military Departments. commanders, and even the NCA. These
technological advances increase the potential
For further guidance on command of National for superiors, once focused solely on the
Guard and Reserve forces, see the SecDef strategic and operational decisionmaking, to
memorandum, “Assignment of Forces,” dated assert themselves at the tactical level. While
6 September 1996. this will be their prerogative, decentralized

III-13
Chapter III
execution remains a basic C2 tenet of joint sufficient latitude for decentralized
operations. The level of control used will execution. Additionally, commander-
depend on the nature of the operation or task, staff and staff-staff relationships must be
the risk or priority of its success, and the developed through training to promote
associated comfort level of the commander. the understanding of all regarding the
direction and/or support required.
a. Tenets. Unity of effort is strengthened
through adherence to the following C2 tenets. • Information Management. Control of
information is a prerequisite to
• Clearly Defined Authorities, Roles, maintaining C2 of a joint operation.
and Relationships. Effective C2 of joint Identifying, requesting, receiving,
operations begins by establishing unity tracking, and disseminating the needed
of command through the designation of information ensures that decision makers
a JFC with the requisite authority to make informed, timely decisions. This
accomplish assigned tasks using an requires efficient use of people,
uncomplicated chain of command. It is procedures, and systems to keep the
essential for the JFC to ensure that commanders and staffs from being
subordinate commanders, staff overwhelmed by information. The
principals, and leaders of C2 nodes (e.g., commander’s critical information
information operations cell, joint requirements (CCIR) must be made
movement center) understand their known, and development of an
authorities, their role in decisionmaking information management plan is
and controlling, and their relationships necessary to address vertical and
with others. The assignment of horizontal information flow, filtering,
responsibilities and the delegation of fusing, protecting, prioritizing, and
authorities foster initiative and speed the common operational picture criteria.
C2 process. Joint force staff principals Effective use of information systems
must understand that their primary role requires users to be knowledgeable about
is to provide sufficient, relevant them and the criteria for usable
information to produce understanding or information, as well as the need to protect
situational awareness for the JFC and for both the systems and the information.
subordinate commanders. Once a
decision is made, commanders depend • Implicit Communication. Because
on their staffs to communicate the JFCs seek to minimize restrictive control
decision to subordinates in a manner that measures and detailed instructions, they
quickly focuses the necessary capabilities must find efficient and effective ways to
within the command to achieve the create cooperation and compliance. The
commander’s intent. The commander JFC does this by fostering implicit
should give the staff the authority to make communication and understanding with
routine decisions within the constraints all subordinates. This common
of the commander’s intent while understanding builds teamwork and
conducting operations. Appropriate mutual trust, allowing intuitive,
application of the command relationships harmonious actions. Two joint C2
discussed previously in Chapter III, concepts that nurture implicit
Section A, “Command Relationships,” communication are the commander’s
will help ensure that the requisite amount intent and mission-type orders.
of control is applied while enabling

III-14 JP 0-2
 Doctrine and Policy for Joint Command and Control
•• Commander’s intent represents a • Robust Integration, Synchronization,
unifying idea that allows decentralized and Coordination Mechanisms.
execution within centralized, overarching Integration, synchronization, and
guidance. It describes the commander’s coordination methods and tools
desired outcome, while allowing encourage synergistic interaction among
subordinates to exercise initiative in joint force components. Integration is
consonance with the commander’s achieved through joint operation
overall goals. During execution the planning and the skillful assimilation of
situation may change, possibly making forces, capabilities, and systems to enable
some assigned tasks obsolete, but the their employment in a single, cohesive
commander’s intent is overarching and operation rather than a set of separate
usually remains unchanged. operations. A synchronization matrix
may be employed to visually portray
•• JFCs use mission-type orders to critical actions that must be accomplished
decentralize execution. Mission-type by multiple elements of the joint force.
orders direct a subordinate to perform a Coordination is facilitated through the
certain task without specifying how to exchange of liaisons. These mechanisms
accomplish it. The senior leaves the provide the JFC with a linkage to the joint
details of execution to the subordinate, force staff and subordinate commands’
allowing the freedom — and the activities, and works to execute plans and
obligation — to take whatever steps are coordinate changes required by the
necessary to deal with the changing unfolding situation. In interagency and/
situation. This freedom of action or multinational environments where
encourages the initiative needed to unity of command may not be possible,
exploit the volatile nature of joint unity of effort may be achieved through
operations. effective coordination. Constant
coordination and cooperation between
• Timely Decisionmaking. The JFC can the combatant command and component
get inside the adversary’s decision and staffs — and with other combatant
execution cycle by making more timely commands — is a prerequisite for
decisions. Doing so generates confusion ensuring timely command awareness.
and disorder and slows an adversary’s
decisionmaking. The commander who • Battle Rhythm Discipline. Battle
can gather information and make rhythm is described as the sequencing
decisions faster and better will generate and execution of actions and events
a quicker tempo of operations and gain within a joint force headquarters that are
a decided military advantage. regulated by the flow of information and
Consequently, decisionmaking models the decision cycle. Every joint force
and procedures must be flexible and command headquarters has a rhythm
allow abbreviation should the situation regulated by the flow of information and
warrant it. Adoption of a decision aid(s) the decision cycle. Scheduled and
offers the commander and staff a unscheduled meetings, briefings,
method(s) for maintaining situational electronic mail, and discussions are the
awareness of the ongoing operation as methods by which information is
well as identifying critical decision points imparted to the JFC, the staff, and the
where the commander’s action may be chain of command. Left uncontrolled,
required to maintain force momentum. this rhythm can become a source of
friction that drags on the JFC’s decision

III-15
Chapter III
cycle. Conversely, by controlling the and standardization to the greatest extent
battle rhythm, the JFC accelerates the possible will contribute to a higher state
decision cycle and unobtrusively extends of interoperability and thus C2 utility.
and enhances C2 over the joint force. Integrating the support systems of
The keys to capturing and maintaining multinational and other agency partners
control over the battle rhythm are also must be considered.
simplicity and a sensitivity to the
components’ battle rhythms. • Situational Awareness. The primary
objective that the staff seeks to attain for
•• Simple, focused displays of the commander and for subordinate
information delivered in a disciplined commanders is understanding, or
way are necessary. Information situational awareness — a prerequisite
displayed or discussed should be for commanders anticipating opportunities
mission-related. The attention of the JFC and challenges. True understanding
and joint staff is pulled both from above, should be the basis for information
by requirements from seniors, and from provided to commanders in order to make
below, by the needs of component decisions. Knowledge of friendly
commanders and their staffs. These capabilities and enemy capabilities,
requirements must also be integrated into intentions, and likely courses of action
the activities of the JFC, but must not be (COAs) enables commanders to focus
allowed to dominate JFC actions. joint efforts where they best and most
Technology offers a means to reduce the directly contribute to achieving
time required for conducting these objectives. Further, the JFC’s situational
essential C2 events. For example, video awareness must be broad to include the
teleconferencing is a common method actions and intentions of multinational
used in many headquarters to conduct partners, civilian agencies, adjacent
scheduled and unscheduled meetings and commands, higher headquarters, and
conferences that include a wide range of host-nation authorities.
key participants, some of whom may be
on a different continent. • Mutual Trust. Decentralized execution,
operating within the JFC’s intent, and
•• The JFC and staff must be sensitive mission-type orders capitalize on the
to the battle rhythm of subordinate initiative of subordinate commanders.
organizations. Component commanders However, for these methods to work
also need information to function within a joint force and, indeed, for the
properly within their own decision joint force to function at all, there must
cycles. The JFC should establish and be a high degree of mutual trust. Trust
require adherence to norms that increase among the commanders and staffs in a
the speed of the component commanders’ joint force expands the JFC’s options and
decision cycles. enhances flexibility, agility, and the
freedom to take the initiative when
• Responsive, Interoperable Support conditions warrant. The JFC trusts the
Systems. ISR, space-based, and C4 chain of command, leaders, and staffs to
support systems must be responsive in use the authority delegated to them to
real time to provide the JFC with fulfill their responsibility for mission
accurate, timely, relevant, and adequate accomplishment; and the joint force trusts
information. Linking support systems the JFC to use component capabilities
that possess commonality, compatibility, appropriately. Mutual trust results from

III-16 JP 0-2
 Doctrine and Policy for Joint Command and Control
honest efforts to learn about and structure is centered on the JFC’s mission
understand the capabilities that each and concept of operations; available forces
member brings to the joint force, and capabilities; and joint force staff
demonstrated competence, and planning composition, capabilities, location, and
and training together. facilities. The JFC should be guided in this
effort by the following principles.
b. Decision Model. JOPES, which is used
for deliberate and crisis action planning and a. Simplicity. Unity of command must be
execution, is essentially the “model” used by maintained and unity of effort fostered
the joint community to make decisions. through an unambiguous chain of command,
Various other models are in existence that may well-defined command relationships, and
be applied to assist JFCs in making decisions, clear delineation of responsibilities and
exercising authority over subordinate authorities.
commands, and accomplishing their missions.
These models describe processes that should b. Span of Control. The desired reach of
be understood by commanders and staff in the JFC’s authority and direction over
order to fully realize the tenets of C2. The assigned or attached forces will vary
JOPES is the principal DOD system for depending on the mission and the JFC’s ability
translating policy decisions into operation to C2 the actions required. Span of control is
plans and orders in order to make the most based on many factors including the number
effective use of US military capabilities and of subordinates, number of activities, range
to meet US requirements for the employment of weapon systems, force capabilities, the size
of military forces. The JOPES includes and complexity of the operational area, and
deliberate and crisis action planning the method used to control operations
processes. It guides US military action during (centralized or decentralized).
crises and transition to operations through
rapid, coordinated planning and c. Unit Integrity. To achieve unity of
implementation of plans. Campaign planning effort in accomplishment of the joint force
encompasses both the deliberate and crisis mission, component forces should remain
action planning processes. If the scope of organized as designed and in the manner
contemplated operations requires it, campaign accustomed through training. The JFC may
planning begins with or during deliberate reorganize component units, if necessary.
planning. It continues through crisis action However, these situations should be rare and
planning, thus unifying both planning any reorganization affecting the unit integrity
processes. of component forces should be done only after
careful consultation and coordination with the
For further guidance on decisionmaking, see component commander.
Appendix A, “The Decision Cycle,” in JP
3-13.1, Joint Doctrine for Command and d. Interoperability of joint force
Control Warfare (C2W). components’ capabilities must be ensured.
The simplest and most streamlined chain of
13. Organization for Joint command can be thwarted by an absence of
Command and Control interoperability among the components’
forces and systems. This includes an emphasis
Component and supporting commands’ on the use of joint doctrine and JTTP;
organizations and capabilities must be development of ISR, C4 systems, and logistic
integrated into a joint organization that enables architectures; joint training and exercises; and
effective and efficient joint C2. The C2 establishment of a liaison structure.

III-17
Chapter III
14. Joint Command and supports the Joint Chiefs of Staff in carrying
Control Support out their responsibilities.

A command and control support (C2S) b. The NMCS includes four primary
system, which includes interoperable nodes (the National Military Command
supporting C4 systems, is the JFC’s principal Center, Alternate National Military Command
tool used to collect, transport, process, Center, United States Strategic
disseminate, and protect data and information. Command Center, and National Airborne
Joint C2S systems must provide relevant Operations Center) and such other command
information in a useable form to allow relevant centers as may be designated by the Secretary
and timely JFC decisions and provide of Defense. Support of the NMCS will be
feedback on the attendant outcome. To the priority function of all primary and
facilitate the execution and processes of C2, alternate command centers.
military C4 systems must furnish rapid,
reliable, and secure information throughout c. An enduring command structure with
the chain of command. Current operations, survivable C4 systems is required and
intelligence, logistic, and planning functions fundamental to NMCS’s continuity of
all depend on responsive C4 systems that tie operations.
together all aspects of joint operations and
allow the JFCs and their staffs to initiate,
For further detail concerning the NMCS, refer
direct, monitor, question, and react. to Chairman of the Joint Chiefs of Staff
Ultimately, effective C2 depends on the right
Instruction (CJCSI) 6120.05, Manual for
person having the right information at the right
Tactical Command and Control Planning
time to support decisionmaking. Guidance for Joint Operations, Joint Interface
Operational Procedures for Message Text
For further guidance on C2S systems, refer Formats, and JP 6-0, Doctrine for Command,
to JP 6-0, Doctrine for Command, Control, Control, Communications, and Computer
Communications, and Computer (C4) (C4) Systems Support to Joint Operations.
Systems Support to Joint Operations.
16. Nuclear Command and
15. National Military Control System
Command System
a. The purpose of nuclear forces is to deter
a. The NMCS is the priority component the use of weapons of mass destruction,
of the Global Command and Control System particularly nuclear weapons, and to serve as
designed to support the NCA in exercising a hedge against the emergence of an
their responsibilities. The NMCS provides overwhelming conventional threat. Control
the means by which the President and the of US nuclear weapons has been established
Secretary of Defense can send and receive to preclude unauthorized or inadvertent use
information that supports timely decisions. It either by US or allied forces, foreign powers,
also supports their communications with the or terrorists without degrading the operational
combatant commanders or the commanders readiness of these weapons. Command is
of other established commands. The NMCS managed via dedicated media message
must be capable of providing information to delivery systems standardized for joint
the NCA so they can select and direct operations. C2 must support theater and
appropriate and timely responses and ensure strategic employment of nuclear weapons
their implementation. In addition, the NMCS through all phases of a conflict.

III-18 JP 0-2
 Doctrine and Policy for Joint Command and Control
b. National policy requires centralized • Execution procedures must be flexible
execution authority of nuclear weapons. The and allow for changes in the situation.
President is the sole authority for release of Commanders must ensure that
US nuclear weapons. The President’s decision constraints and release guidance are met.
to authorize release of these weapons is based The commander controlling the nuclear
on recommendations of the Secretary of strike package must maintain
Defense, the Chairman of the Joint Chiefs of communications with the delivery unit
Staff, geographic combatant commanders, and and establish a chain of succession that
allies. The President will monitor all aspects will avoid loss of control resulting from
of the authorization and employment of the loss of a headquarters.
nuclear weapons. Release and related
instructions will be transmitted for the NCA • Operations with multinational forces
via the Chairman of the Joint Chiefs of Staff (MNFs) require multinational doctrine
in accordance with established emergency and procedures for taskings, conflict
action procedures. resolution, target selection, and analysis.
The US element commander in a
“The unresting progress of mankind multinational command will provide
causes continual change in the guidance and publish directives on the
weapons; and with that must come a
use of nuclear weapons by US forces in
continual change in the manner of
fighting.” such commands.

RADM Alfred Thayer Mahan • The Nuclear Supplement to the JSCP

The Influence of Sea describes situations that could lead to a
Power Upon History, 1890 request for the selective release of nuclear
weapons. The commander’s request
For further detail concerning the nuclear C2 must communicate sufficient information
system, refer to JP 3-12, Doctrine for Joint about the situation that has led to the
Nuclear Operations, and other publications request for the release of nuclear weapons
in the JP 3-12 series. so that there is a complete understanding
at the highest level of government.
c. Command Responsibilities
For further detail concerning the
• The geographic combatant commander employment guidance for nuclear
is responsible for promptly requesting weapons, refer to theater-specific plans,
nuclear support. The commander must the Chairman of the Joint Chiefs of Staff
be able to ascertain the military situation; Emergency Action Procedures,
assess intelligence inputs and pass Commander in Chief, US Strategic
information and conclusions to higher Command Emergency Action
levels of control; and finally, upon receipt Procedures, and the Nuclear Supplement
of execution instructions, control to the JSCP.
assigned forces to achieve the desired
objectives. Subordinate commanders 17. Continuity of Operations
responsible for target nominations
submit requests to the geographic Continuity of operations (COOP) is the
combatant commander. degree or state of being continuous in the
conduct of functions, tasks, or duties necessary

III-19
Chapter III
to accomplish a military action or mission in are updated, tested, and validated at least
carrying out the national military strategy. The every 2 years.
Office of the Secretary of Defense, the
Military Departments, the Chairman of the For further detail concerning COOP, refer
Joint Chiefs of Staff, the combatant to DODD 3020.26, Continuity of Operations
commands, and the Defense Agencies are (COOP) Policy and Planning, and CJCSM
required to prepare, implement, and exercise 3410.01, The Chairman of the Joint Chiefs
COOP plans and to ensure that COOP plans of Staff Continuity of Operations Plan.

III-20 JP 0-2
 CHAPTER IV
MULTINATIONAL OPERATIONS
“We are a strong nation, but we cannot live to ourselves and remain strong.”

George C. Marshall

1. General b. No single command structure best fits

the needs of all alliances and coalitions. Each
The United States often has common or coalition or alliance will create the structure
mutually compatible security interests and that will best meet the objectives, political
participates in operations with other realities, and constraints of the participating
nations. Contemporary threats to collective nations. Political considerations heavily
security objectives have become more influence the ultimate shape of the command
ambiguous and regionally focused since the structure. However, participating nations
end of the Cold War. should strive to achieve unity of command
for the operation to the maximum extent
a. Where commonality or compatibility possible, with missions, tasks, responsibilities,
of interests exists, nations may enter into and authorities clearly defined and understood
political, economic, informational, and by all participants. While command
military partnerships. These partnerships relationships are well defined in US doctrine,
occur in both regional and worldwide patterns they are not necessarily part of the doctrinal
as nations seek opportunities to promote their lexicon of nations with whom the United
mutual national interests; ensure mutual States may operate in an alliance or coalition.
security against real and perceived threats; and
conduct foreign humanitarian assistance 2. Multinational Unity of Effort
and peace operations (PO). Cultural,
psychological, economic, technological, Attaining unity of effort through unity
informational, and political factors as well as of command for a multinational operation
transnational dangers all impact on may not be politically feasible, but it should
multinational operations. Many operation be a goal. Figure IV-1 lists some other
plans to deter or counter threats are prepared principles that must be attained to ensure
within the context of a treaty or alliance unity of effort among allied or coalition forces.
framework. Sometimes they are developed
in a less structured coalition framework, a. First, there must be a common
based on temporary agreements or understanding among all national forces of
arrangements. Much of the information and the overall aim of the MNF and the concept
guidance provided for unified action and joint for its attainment. Simplicity of plan and
operations are applicable to multinational organization is essential.
operations. However, differences in laws,
doctrine, organization, weapons, equipment, b. Coordinated policy, particularly on
terminology, culture, politics, religion, and such matters as alliance or coalition
language within alliances and coalitions must commanders’ authority over national logistics
be considered. Normally, each alliance or (including infrastructure) and ISR, is
coalition develops its own protocols and required. Coordinated planning for rules of
contingency plans to guide multinational engagement (ROE), fratricide prevention,
action. deception, information operations,

IV-1
Chapter IV

PRINCIPLES OF MULTINATIONAL
UNITY OF EFFORT

COMMON UNDERSTANDING
All forces should understand the overall aim and the concept for
its attainment. Simplicity of plan and organization is essential.
COORDINATED POLICY
Nations should exchange qualified liaison officers at the earliest
opportunity to improve interoperability and mutual
understanding.
TRUST AND CONFIDENCE
Commanders and their representatives must establish and
maintain trust and confidence. Plain and objective
communication, together with common courtesy, is essential.

Figure IV-1. Principles of Multinational Unity of Effort

communications, special weapons, source Service or joint organization, to which are

and employment of reserves, and timing of added national or multinational formations.
operations is essential for unity of effort. Regardless of how the MNF is organized
Actions to improve interoperability and the operationally, each nation furnishing forces
ability to share information need to be normally establishes a national component to
addressed early. This includes an emphasis ensure effective administration of its forces.
on the uses of multinational doctrine and Its functions are similar to a Service
tactics, techniques, and procedures; component command at the unified command
development of ISR, C4 systems, and logistic level in a US joint organization. (The US
architectures; multinational training and military structure that is used to conduct
exercises; and establishment of liaison multinational operations normally is a JTF.)
structures. Nations should exchange qualified The logistic support element of this
liaison officers at the earliest opportunity to component is referred to as the national
ensure mutual understanding and unity of support element. The national component
effort. provides a means to administer and support
the national forces, coordinate communication
c. Finally, commanders and their to the parent nation, tender national military
representatives must establish and maintain views and recommendations directly to the
trust and confidence among the MNFs. multinational commander, and facilitate the
Plain and objective communication, assignment and reassignment of national
together with common courtesy, is essential. forces to subordinate operational
multinational organizations. A multinational
3. Multinational Organizational joint logistic center is an option available to
Structure the coalition and/or alliance commander to
centrally coordinate specified logistic
a. As in the case of unified action and joint functions. As in the case of a joint
operations, basic organizational options are headquarters, a multinational headquarters
area or functional orientation and single- should reflect the general composition of the

IV-2 JP 0-2
 Multinational Operations
MNF as a whole. The national element will • National single-Service or joint forces to
be the vehicle for execution of title 10, USC a specific function (e.g., electronic
responsibilities for US forces (see Figure IV-2 warfare).
for a notional multinational command
structure). • A multinational joint force to a specific
operational area (e.g., amphibious
b. After considering the basic objective area) or function (e.g., riot
organizational options, MNF commanders control, advance force operations).
may assign the following.
c. US commanders should expect to
• National single-Service or joint forces to conduct operations as part of an MNF. US
a specific operational area (e.g., area of forces may participate in these multinational
operations, joint operations area [JOA]). efforts across a range of military operations

NOTIONAL MULTINATIONAL COMMAND

STRUCTURE

UNITED STATES
NATIONAL NATIONAL NATIONAL
COMMAND GOVERNMENT GOVERNMENT
AUTHORITIES

LEGITIMIZING
AUTHORITY*

MULTINATIONAL
COMBATANT
FORCE
COMMANDERS
COMMANDER

US NATIONAL NATIONAL NATIONAL

FORCE FORCE FORCE

NATIONAL COMMAND

COMMAND AUTHORITY DELEGATED TO MULTINATIONAL FORCE

COMMANDER BY PARTICIPATING NATIONS

NATION TO NATION COMMUNICATION

* EXAMPLES INCLUDE UN, ALLIANCES, TREATIES, OR COALITION AGREEMENT

Figure IV-2. Notional Multinational Command Structure

IV-3
Chapter IV
in concert with a variety of USG agencies, under US command and OPCON
military forces of other nations, local o r through competent regional
authorities, NGOs, and IOs. organizations such as the North Atlantic
Treaty Organization or ad hoc coalitions.
4. Command and Control of US On a case-by-case basis, the President
Forces in Multinational may place US forces participating in
Operations multilateral PO under UN auspices under
the OPCON (with modifications) of a
a. Chain of Command. The chain of competent UN commander for specific
command from the President to the lowest UN operations authorized by the Security
US commander in the field remains Council. The President retains and will
inviolate. The President retains command never relinquish command authority over
authority over US forces. This includes the US forces. The greater the US military
authority and responsibility for effectively role, the less likely it will be that the
using available resources and employment United States will agree to have a UN
planning along with organizing, directing, commander exercise OPCON over US
coordinating, controlling, and protecting forces. OPCON for UN multilateral
military forces for the accomplishment of PO is given for a specific time frame or
assigned missions. It is sometimes prudent mission and includes the authority to
or advantageous (for reasons such as assign tasks to US forces already
maximizing military effectiveness and deployed by the President and to US units
ensuring unity of effort) to place appropriate led by US officers. Within the limits of
US forces under the OPCON of a foreign OPCON, a foreign UN commander
commander to achieve specified military cannot change the mission or deploy US
objectives (see restrictions below). In making forces outside the operational area agreed
the determination to place US forces under to by the President. Nor may the foreign
the OPCON of non-US commanders, the UN commander separate units, divide
President carefully considers such factors as their supplies, administer discipline,
the mission, size of the proposed US force, promote anyone, or change their internal
risks involved, anticipated duration, and ROE. organization.
There is no intention to subvert command
links. While unity of command is certainly • US Forces Under OPCON of a Foreign
an important element of any command Commander. The fundamental
structure, the emphasis may change in elements of US command apply when
operations when coordination and consensus US forces are placed under the OPCON
building become the key elements and the of a foreign commander. US commanders
means to achieve unity of effort. Additional will maintain the capability to report
C2 considerations include the following. separately to higher US military
authorities in addition to foreign
• Operational Control. OPCON is a commanders. For matters perceived as
type of command authority. Within the illegal under US or international law, or
US command structure, OPCON is outside the mandate of the mission to
specified, then delegated and exercised which the United States has agreed, US
by commanders at any echelon at or commanders will first attempt resolution
below the level of combatant command. with the appropriate foreign commanders.
Any large scale participation of US forces If issues remain unresolved, the US
in a mission that is likely to involve commanders will refer the matters to
combat should ordinarily be conducted higher US authorities. Concerns relating

IV-4 JP 0-2
 Multinational Operations
to legality, mission mandate, and degree of authority that the supported
prudence must be addressed early in commander is granted and the
the planning process. These same opportunities for establishing mutual
considerations apply to foreign forces support arrangements among participating
placed under the OPCON of US MNF forces. US force commanders must be
commanders. Nations do not relinquish apprised of the opportunities, limitations,
their national interests by participating and/or conditions under which logistic
in multinational operations. US support may be provided to forces of
commanders must be prepared to deal other nations.
with these issues as they arise during an
operation. This is one of the major • Coordinating Authority. In many cases
distinguishing characteristics of operating coordinating authority may be the only
in the multinational environment. In acceptable means of accomplishing a
multinational operations, consensus multinational mission. Coordinating
through compromise often is essential to authority is a consultation relationship,
success. The United States will continue not an authority by which command or
to work with MNFs to streamline C2 and control may be exercised. It is more
maximize effective coordination. applicable to planning and similar
activities than to operations. Use of
• Tactical Control. TACON is another coordinating authority requires
form of command authority to be agreement among participants, as the
exercised during multinational commander exercising coordinating
operations. It provides for the detailed authority does not have the authority to
direction and control of movements or resolve disputes. For this reason, its use
maneuvers within the operational area during operations should be limited. It
necessary to accomplish the missions or is an extremely restrictive tool for
tasks assigned. The commander of the commanders.
parent unit continues to exercise OPCON
(when so authorized) and ADCON b. Termination. The President has the
(when so authorized) over that unit unless right to terminate US participation in
otherwise specified in the establishing multinational operations at any time.
directive.
For further details concerning multinational
• Support. Supporting relationships will operations, refer to JP 3-0, Doctrine for Joint
be established among participating forces Operations, JP 3-16, Joint Doctrine for
in multinational operations. The Multinational Operations, and Allied Joint
establishing authority is responsible for Publication (AJP)-4, Allied Joint Logistic
ensuring that both the supported and Doctrine.
supporting commander understand the

IV-5
Chapter IV

Intentionally Blank

IV-6 JP 0-2
 CHAPTER V
DOCTRINE AND POLICY FOR JOINT COMMANDS
“Our most challenging task is to determine how to organize the Services’
strengths into a formidable joint force.”

Anonymous

SECTION A. ESTABLISHING AORs. Subordinate JFCs normally are

UNIFIED, SPECIFIED, AND assigned other operational areas.
SUBORDINATE JOINT For further information on operational
COMMANDS areas refer to JP 3-0, Doctrine for Joint
1. General Operations.

Joint forces are established at three levels: •• The boundaries defining these AORs
unified commands, subordinate unified are not intended to delineate restrictive
commands, and JTFs. geographic AORs. Combatant
commanders may operate forces
a. Authority to Establish. In accordance wherever required to accomplish their
with the UCP, combatant commands are missions.
established by the President, through the
Secretary of Defense, with the advice and •• The UCP contains descriptions of the
assistance of the Chairman of the Joint Chiefs geographic boundaries assigned to
of Staff. Commanders of unified combatant commanders. It provides that,
commands may establish subordinate unless otherwise directed by the
unified commands when so authorized by Secretary of Defense, when significant
the Secretary of Defense through the operations overlap the boundaries of
Chairman of the Joint Chiefs of Staff. JTFs two combatant commands, a JTF will
can be established by the Secretary of Defense, be formed and assigned an appropriate
a combatant commander, subordinate unified JOA. Command of this JTF will be
commander, or an existing JTF commander. determined by the NCA and forces
transferred to the appropriate combatant
b. Basis for Establishing Joint Forces. commander.
Joint forces can be established on either a
geographic area or functional basis. •• Each area commander will be kept
apprised of the presence, mission,
• Geographic Area. Establishing a joint movement, and duration of stay of
force on a geographic area basis is the forces within the AOR and/or JOA
most common method to assign other than those assigned to the area
responsibility for continuing operations. command. The area commander also
The title of the areas and their delineation will be apprised of the command
are prescribed in the establishing channels under which these transient
directive. A JFC assigned a geographic forces will function. The authority
area is considered an area commander. directing movement or permanent
Note: Only commanders of geographic location of transient forces is responsible
combatant commands are assigned for providing this information.

V-1
Chapter V
•• Forces not assigned to an area and strategic nuclear operations). The
commander often are assigned missions commander of a joint force established
that require them to cross AOR and/or on a functional basis is assigned a
JOA boundaries. In such cases, it is the functional responsibility by the
duty of the joint force area commander establishing authority.
to assist the operations of these forces to
the extent of existing capabilities and •• When d e f i n i n g f u n c t i o n a l
consistent with other assigned missions. responsibilities, the focus should be on
Area commanders may be assigned the effect desired or service provided.
specific responsibilities with respect to The title of the functional responsibility
installations or activities exempted from and its delineation are prescribed in the
their control, such as logistic support or establishing directive.
area defense, particularly if enemy forces
should traverse the area commander’s •• The missions or tasks assigned to the
AOR and/or JOA to attack the exempted commander of a functional command
installation or activity. Geographic may require that certain installations
combatant commanders’ force protection and activities of that commander be
policies take precedence over all force exempt, partially or wholly, from the
protection policies or programs of any command authority of an area
other DOD component deployed in that commander in whose area they are
command’s AOR and not under the located or within which they operate.
security responsibility of the Department Such exemptions must be specified by
of State (DOS). The combatant the authority who establishes the
commander or a designated representative functional command. Such exemptions
(e.g., a JTF or component commander) do not relieve the commanders of
shall delineate the force protection functional commands of the responsibility
measures for all DOD personnel not to coordinate with the affected area
under the responsibility of the DOS. commanders.

•• Transient forces within the assigned c. Organizing Joint Forces. A JFC has
AOR of a combatant commander are the authority to organize forces to best
subject to the area commander’s accomplish the assigned mission based on the
orders in some instances (e.g., for concept of operations (see Figure V-1). The
coordination of emergency defense, force organization should be sufficiently flexible to
protection, or allocation of local meet the planned phases of the contemplated
facilities). However, transient forces are operations and any development that may
not part of the area commander’s necessitate a change in plan. The JFC will
command, and the area commander is establish subordinate commands, assign
not in their normal chain of command. responsibilities, establish or delegate
appropriate command relationships, and
• Functional. Sometimes a joint force establish coordinating instructions for the
based solely on military functions component commanders. Sound
without respect to a specific geographic organization should provide for unity of effort,
region is more suitable to fix centralized planning and direction, and
responsibility for certain types of decentralized execution. Unity of effort is
continuing operations (e.g., the unified necessary for effectiveness and efficiency.
commands for transportation, space, SO, Centralized planning and direction is

V-2 JP 0-2
 Doctrine and Policy for Joint Commands

POSSIBLE COMPONENTS IN A JOINT FORCE

JOINT FORCE
COMMANDER

ARMY AIR FORCE NAVY MARINE CORPS

COMPONENT COMPONENT COMPONENT COMPONENT

NAVY FORCES MARINE CORPS

ARMY FORCES AIR FORCE FORCES FORCES
(ARFOR) (AFFOR) (NAVFOR)
(MARFOR)

COAST GUARD
FORCES
(CGFOR)

JOINT FORCE
JOINT FORCE LAND JOINT FORCE AIR JOINT FORCE MARITIME
SPECIAL OPERATIONS
COMPONENT COMPONENT COMPONENT
COMPONENT

FORCES/CAPABILITY FORCES/CAPABILITY FORCES/CAPABILITY FORCES/CAPABILITY

MADE AVAILABLE MADE AVAILABLE MADE AVAILABLE MADE AVAILABLE

NOTES:
OPERATIONAL CONTROL
(1) A joint force contains Service components (because of logistic (OPCON)
and training responsibilities), even when operations are conducted
through functional components. COMMAND RELATIONSHIP(S)
DETERMINED BY JFC
(2) All 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.

Figure V-1. Possible Components in a Joint Force

essential for controlling and coordinating the • All joint forces include Service
efforts of the forces. Decentralized components, because administrative
execution is essential because no one and logistic support for joint forces are
commander can control the detailed actions provided through Service components.
of a large number of units or individuals. Service forces may be assigned or
When organizing joint forces with MNFs, attached to subordinate joint forces
simplicity and clarity are critical. Complex without the formal creation of a
or unclear command relationships or respective Service component command
organization are counterproductive to of that joint force. The JFC also may
developing synergy among MNFs. conduct operations through the Service
component commanders or, at lower
• The composition of the JFC’s staff will echelons, Service force commanders. This
reflect the composition of the joint force relationship is appropriate when stability,
to ensure that those responsible for continuity, economy, ease of long-range
employing joint forces have a thorough planning, and the scope of operations
knowledge of the capabilities and dictate organizational integrity of
limitations of assigned or attached forces. Service forces for conducting operations.

V-3
Chapter V
See paragraph 9, “Service Component functional component. The JFC
Commands,” below for more defines the authority and
information on Service component responsibilities of the Service and
commands. functional component commanders;
however, the Service responsibilities (i.e.,
• The JFC can establish functional administrative and logistics) of the
component commands to conduct components must be given due
operations. Functional component consideration by the JFC.
commands can be appropriate when
forces from two or more Military • The JFC has full authority to assign
Departments must operate in the same missions, redirect efforts, and direct
dimension or medium or there is a coordination among subordinate
need to accomplish a distinct aspect of commanders. JFCs should allow Service
the assigned mission. Joint force land, tactical and operational assets and
air, maritime, and SO component groupings to function generally as they
commanders are examples of functional were designed. The intent is to meet the
components. (NOTE: Functional needs of the JFC while maintaining the
component commands are component tactical and operational integrity of the
commands of a joint force and do not Service organizations. The following
constitute a “joint force” with the policy for C2 of United States Marine
authorities and responsibilities of a joint Corps tactical air (TACAIR) recognizes
force as described in this document, even this and deals with Marine air-ground
when composed of forces from two or task force (MAGTF) aviation during
more Military Departments.) When a sustained operations ashore.
functional component command
employs forces from more than one •• The MAGTF commander will
Service, the functional component retain OPCON of organic air assets.
commander’s staff must be joint and The primary mission of the MAGTF
requires advanced planning for efficient aviation combat element is the support
operation. Joint staff billets for needed of the MAGTF ground combat element.
expertise and individuals to fill those During joint operations, the MAGTF air
billets should be identified. Those assets normally will be in support of the
individuals should be used when the MAGTF mission. The MAGTF
functional component command is commander will make sorties available
formed for exercises or actual operations. to the JFC, for tasking through the joint
force air component commander
See paragraph 10, “Functional (JFACC), for air defense, long-range
Component Commands,” for more interdiction, and long-range
information on functional component reconnaissance. Sorties in excess of
commands. MAGTF direct support requirements will
be provided to the JFC for tasking
• Normally joint forces are organized with through the JFACC for the support of
a combination of Service and other components of the joint force or
functional component commands with the joint force as a whole. Nothing herein
operational responsibilities. Joint forces shall infringe on the authority of the
organized with Army, Navy, Air Force, geographic combatant or subordinate
and Marine Corps components may have JFC in the exercise of OPCON to assign
SOF (if assigned) organized as a missions, redirect efforts (e.g., the

V-4 JP 0-2
 Doctrine and Policy for Joint Commands
reapportionment and/or reallocation of of Staff (see Figure V-2). The unified
any MAGTF TACAIR sorties when it commander can adapt a command structure
has been determined by the JFC that they using any of the following six options:
are required for higher priority missions), subordinate unified command; JTF;
and direct coordination among the functional component; Service component;
subordinate commanders to ensure unity single-Service force (normally the combatant
of effort in accomplishment of the overall commander assigns operations requiring a
mission, or to maintain integrity of the single-Service force to a Service component);
force. or specific operational forces that, because
of the mission assigned and the urgency of
NOTE: Sorties provided for air defense, the situation, must remain immediately
long-range interdiction, and long-range responsive to the combatant commander.
reconnaissance are not “excess” sorties and These options do not in any way limit the
will be covered in the air tasking order. These commanders’ authority to organize their
sorties provide a distinct contribution to the forces as they see fit.
overall joint force effort. The JFC must
exercise integrated control of air defense, a. Unless authorized by the Secretary of
long-range reconnaissance, and interdiction Defense, the commander of a unified
aspects of the joint operation or theater command will not act as the commander
campaign. Excess sorties are in addition to of a subordinate command. For example,
these sorties. the commander of a unified command also
should not act as a functional component
2. Unified Command commander without prior approval of the
Secretary of Defense.
A unified command is a command with
broad continuing missions under a single b. Criteria for Establishing a Unified
commander, is composed of forces from two Command. When either or both of the
or more Military Departments, and is following criteria apply generally to a
established by the President through the situation, a unified command normally is
Secretary of Defense and with the advice and required to secure the necessary unity of
assistance of the Chairman of the Joint Chiefs effort.

UNIFIED COMMAND ORGANIZATIONAL OPTIONS

COMMANDER IN CHIEF

Combatant Command (Command Authority)

SERVICE SUBORDINATE JOINT TASK

FUNCTIONAL
COMPONENT
COMMANDS
UNIFIED COMMANDS
(Area or Functional) * FORCES
*
(Area or Functional) COMPONENTS
*

SPECIFIC SINGLE SERVICE

OPERATIONAL FORCE
* OPTIONAL
*
FORCES
* (Area or Functional)

Figure V-2. Unified Command Organizational Options

V-5
Chapter V
• A broad continuing mission exists • Planning and conducting military
requiring execution by significant forces operations in response to crises, to
of two or more Military Departments and include the security of the command and
necessitating a single strategic direction. protection of the United States and its
possessions and bases against attack or
• Any combination of the following exists hostile incursion. The JSCP tasks the
and significant forces of two or more combatant commanders to prepare joint
Military Departments are involved: operation plans that may be OPLANs,
CONPLANs with or without time-
•• A large-scale operation requiring phased force and deployment data, or
positive control of tactical execution by functional plans.
a large and complex force;
For further detail concerning joint
•• A large geographic or functional area planning, refer to JP 5-0, Doctrine for
requiring single responsibility for Planning Joint Operations.
effective coordination of the operations
therein; and/or • Maintaining the preparedness of the
command to carry out missions assigned
•• Necessity for common use of limited to the command.
logistic means.
• Carrying out assigned missions, tasks,
c. The commander of a unified and responsibilities.
command will have a joint staff (see
guidance in Section B of this chapter). • Assigning tasks to, and directing
Normally, a member of the joint staff also will coordination among, the subordinate
not function as the commander of a commands to ensure unity of effort in
subordinate force. The commander of a the accomplishment of the assigned
unified command has the authority to missions.
communicate to the Services views on the
nomination of senior officers serving in the • Communicating directly with the
command for immediate follow-on following.
assignment, further joint assignments, and
promotion potential. •• The Service Chiefs on single-Service
matters as appropriate.
d. Primary Responsibilities of the
Commander of a Unified Command. The •• The Chairman of the Joint Chiefs
combatant commanders are responsible for of Staff on other matters, including the
the development and production of joint preparation of strategic, joint operation,
operation plans. During peacetime, they act and logistic plans; strategic and
to deter war and prepare for war by planning operational direction of assigned forces;
for the transition to war and military conduct of combat operations; and any
operations other than war (MOOTW). During other necessary function of command
war, they plan and conduct campaigns and required to accomplish the mission.
major operations to accomplish assigned
missions. Combatant command responsibilities •• The Secretary of Defense, in
include the following. accordance with applicable directives.

V-6 JP 0-2
 Doctrine and Policy for Joint Commands
•• Subordinate elements, including the forces. The commander determines
development organizations of the when such an emergency exists and,
Defense agency or the Military on assuming OPCON over forces of
Department directly supporting the another command, immediately advises
development and acquisition of the the following individual(s) of the nature
combatant commander’s C2 system in and estimated duration of employment
coordination with the Director of the of such forces.
Defense agency or Secretary of the
Military Department concerned. •• The Chairman of the Joint Chiefs
of Staff.
• Keeping the Chairman of the Joint
Chiefs of Staff promptly advised of •• The appropriate operational
significant events and incidents that commanders.
occur in the functional area or geographic
AOR, particularly those incidents that •• The Service Chief of the forces
could create national or international concerned.
repercussions.
• The authority to assume OPCON of
For further detail, refer to Chapter I, forces in the event of a major emergency
“Doctrine and Policy Governing Unified will not be delegated.
Direction of Forces,” paragraph 8;
Chapter II, “Functions of the • Unusual circumstances in wartime,
Department of Defense and Its Major emergencies, or crises involving
Components,” Section D, “Functions of MOOTW (such as a terrorist incident)
the Combatant Commanders”; and may require a geographic combatant
Chapter III, “Doctrine and Policy for commander to directly exercise
Joint Command and Control,” Section COCOM through a shortened chain
A, “Command Relationships,” of command to forces assigned for the
paragraph 3. purpose of resolving the crisis.
Additionally, the combatant commander
e. Authority of the Commander of a can assume COCOM, in the event of
Unified Command in an Emergency war or an emergency that prevents
control through normal channels, of
• In the event of a major emergency in security assistance organizations
the geographic combatant commander’s within the commander’s general
AOR requiring the use of all available geographic AOR, or as directed by the
forces, the geographic combatant NCA. All commanders bypassed in such
commander may temporarily assume exceptional command arrangements will
OPCON of all forces in the assigned be advised of all directives issued to and
AOR, including those of another reports sent from elements under such
command, but excluding those forces exceptional command arrangements.
scheduled for or actually engaged in the Such arrangements will be terminated as
execution of specific operational soon as practicable, consistent with
missions under joint operation plans mission accomplishment.
approved by the Chairman of the Joint
Chiefs of Staff that would be interfered f. Geographic Combatant Commanders’
with by the contemplated use of such Authority for Force Protection.

V-7
Chapter V
• Combatant commanders with interim command will pass to the deputy
geographic responsibilities shall exercise commander. If a deputy commander has not
authority for force protection over all been designated, interim command will pass
DOD personnel (including their to the next senior officer present for duty who
dependents) assigned, attached, is eligible to exercise command, regardless
transiting through, or training in the of Service affiliation.
combatant commander’s AOR; except
for those for whom the chief of mission 3. Specified Command
retains security responsibility.
There are currently no specified commands
• This authority enables combatant designated. Because the option to create a
commanders to change, modify, specified command still exists, the following
prescribe, and enforce force protection information is provided. A specified
measures for covered forces. command is a command that has broad
continuing missions and is established by the
• Directives from combatant commanders President, through the Secretary of Defense,
having authority for force protection with the advice and assistance of the Chairman
should consider the worldwide mission of the Joint Chiefs of Staff (see Figure V-3).
of those commanders with global
responsibilities. a. Composition. Although a specified
command normally is composed of forces
For further detail concerning the force from one Military Department, it may
protection authority of the geographic include units and staff representation from
combatant commanders, refer to DODD other Military Departments.
2000.12, DOD Antiterrorism/Force
Protection (AT/FP) Program. b. Transfer of Forces from Other
Military Departments. When units of other
g. Assumption of Temporary Military Departments are transferred
Command. In the temporary absence of a (assigned or attached) to the commander of a
combatant commander from the command, specified command, the purpose and duration

SPECIFIED COMMAND ORGANIZATIONAL OPTIONS

(When Designated)

COMMANDER IN CHIEF

Combatant Command (Command Authority)

JOINT TASK
SINGLE SERVICE FORCES
FORCE *
(Area or Functional)

OPTIONAL
*
ESTABLISHING AUTHORITY PROVIDING OTHER SERVICE FORCES SPECIFIES
ADMINISTRATIVE SUPPORT FOR THESE FORCES

Figure V-3. Specified Command Organizational Options (When Designated)

V-8 JP 0-2
 Doctrine and Policy for Joint Commands
of the transfer normally will be indicated. unified commands (see Figure V-4). A
Such transfer, in and of itself, does not subordinate unified command (e.g., United
constitute the specified command as a unified States Forces Korea, Special Operations
command or a JTF. If the transfer is major Command of Joint Forces Command) may be
and to be of long duration, a unified command established on a geographical area or
normally would be established in lieu of a functional basis. Commanders of
specified command. subordinate unified commands have
functions and responsibilities similar to
c. Authority and Responsibilities. The those of the commanders of unified
commander of a specified command has the commands and exercise OPCON of assigned
same authority and responsibilities as the commands and forces and normally over
commander of a unified command, except that attached forces within the assigned JOA or
no authority exists to establish subordinate functional area. The commanders of
unified commands. components or Service forces of
subordinate unified commands have
4. Subordinate Unified responsibilities and missions similar to
Command those for component commanders within
a unified command. The Service component
When authorized by the NCA through the or Service force commanders of a subordinate
Chairman of the Joint Chiefs of Staff, unified command normally will communicate
commanders of unified commands may directly with the commanders of the Service
establish subordinate unified commands component command of the unified command
(also called subunified commands) to on Service-specific matters and inform the
conduct operations on a continuing basis in commander of the subordinate unified
accordance with the criteria set forth for command as that commander directs.

SUBORDINATE UNIFIED COMMAND

ORGANIZATIONAL OPTIONS

SUBORDINATE UNIFIED
COMMANDER

Operational Control

SERVICE JOINT TASK

FORCES FUNCTIONAL
COMPONENTS/
FORCES *
(Area or Functional) COMPONENTS
*

ATTACHMENTS OPTIONAL *
*

Figure V-4. Subordinate Unified Command Organizational Options

V-9
Chapter V
5. Joint Task Force b. The authority establishing a JTF
designates the commander and assigns the
As shown in Figure V-5, a JTF is a joint mission and forces.
force that is constituted and so designated by
the Secretary of Defense, a combatant c. The commander of a JTF exercises
commander, a subordinate unified OPCON over assigned (and normally over
commander, or an existing JTF commander. attached) forces. The commander is
(A naval force consisting of Navy and Marine responsible for making recommendations to
Corps forces does not by itself constitute a the superior commander on the proper
JTF.) employment of assigned and attached forces
and for accomplishing such operational
a. A JTF may be established on a missions as may be assigned by the
geographical area or functional basis when establishing commander. JTF commanders
the mission has a specific limited objective also are responsible to the establishing
and does not require overall centralized commander for the conduct of joint training
control of logistics. The mission assigned to of assigned forces.
a JTF should require execution of
responsibilities involving a joint force on a d. Although not recommended, due to the
significant scale and close integration of effort, need to concentrate on JTF-level
or should require coordination within a considerations, the JTF commander also
subordinate area or coordination of local may act as the commander of a subordinate
defense of a subordinate area. A JTF is command, when authorized by the
dissolved by the proper authority when the establishing authority. When this is the case,
purpose for which it was created has been the commander also has the responsibilities
achieved or when it is no longer required. associated with the subordinate command for

JOINT TASK FORCE ORGANIZATIONAL OPTIONS

JOINT TASK FORCE

COMMANDER

Operational Control

SERVICE JOINT TASK FUNCTIONAL

COMPONENTS/ FORCES
FORCES *
(Area or Functional)
COMPONENTS
*

ATTACHMENTS
* OPTIONAL *

Figure V-5. Joint Task Force Organizational Options

V-10 JP 0-2
 Doctrine and Policy for Joint Commands
the forces belonging to the parent Service. • Timely communication of clear-cut
The JTF establishing authority should missions or tasks, together with the role
consider that dual-hatting a commander also of each subordinate in the superior’s plan.
means dual-hatting the commander’s staff that Tasks must be realistic and leave the
can result in forcing the staff to operate at the subordinate as much freedom of
operational and tactical levels simultaneously. execution as possible.

e. The JTF commander will have a joint • Forces and other means in a timely
staff with appropriate members in key manner to immediate subordinates for
positions of responsibility from each Service accomplishing assigned tasks. This
or functional component having significant includes the requisite time to plan and
forces assigned to the command. prepare for military action.

f. JTF headquarters basing depends on the • All available information to

JTF mission, operational environment, and subordinates that bears on the changing
available capabilities and support. Basing situation, including changes in plans,
options for a JTF headquarters include the missions and tasks; resources; and
following: friendly, enemy, and environmental
situations.
• Land-based;
• Delegation of authority to subordinates
• Sea-based; commensurate with their responsibilities.

• Initially sea-based, then transition to a b. Responsibilities of a Subordinate

different land-based staff; or Commander. In addition to other
responsibilities that change according to
• Initially sea-based, then moves ashore circumstances, all subordinate commanders
while retaining control. possess the general responsibilities to
provide for the following.
For further detail concerning JTFs, refer
to JP 5-00.2, Joint Task Force Planning • The accomplishment of missions or
Guidance and Procedures. tasks assigned by the plans and orders
of the superior. Authority normally is
SECTION B. THE given to the subordinate commander
COMMANDER, STAFF, AND to select the methodology for
accomplishing the mission; however, this
COMPONENTS OF A JOINT may be limited by establishing directives
FORCE issued by the superior commander to
ensure effective joint operations. When
6. Commander Responsibilities required by a changing situation, a
subordinate commander may depart in
a. Responsibilities of a Superior some measure from the plan if the action
Commander. Although specific will not unnecessarily jeopardize friendly
responsibilities will vary, every superior forces and is in the best interest of better
commander possesses the general accomplishing the overall objective. Any
responsibilities to provide the following. such departure from the plan by a

V-11
Chapter V
subordinate commander should, if • Performing special duties (e.g., chair the
possible, be coordinated with other joint targeting coordination board,
concerned commanders prior to cognizance of liaison personnel
departure from the plan. In addition, the reporting to the joint force
departure must be communicated as soon headquarters, interagency
as practicable to the superior. coordination).

• Advice to the superior commander • Working with the components to keep

regarding employment possibilities of and the commander updated.
consequences to the subordinate command,
cooperation with appropriate government • Refining the relationship with the
and nongovernmental agencies, and other components to ensure the most efficient
matters of common concern. and effective command relationships.

• Timely information to the superior • Tracking the JFC’s CCIR to ensure

commander relating to the subordinate compliance.
commander’s situation and progress.
7. Staff of a Joint Force
c. Responsibilities of Adjacent
Commanders. Commanders who share a “To educate staff officers and other
common superior or a common boundary leaders in joint operational-level planning
are responsible for the following. and warfighting in order to instill a primary
commitment to joint, multinational, and
interagency teamwork, attitudes, and
• Consider the impact of one’s own perspectives.”
actions or inactions on adjacent
commanders. Mission Statement,
Joint Forces Staff College
• Provide timely information to adjacent
commanders regarding one’s own A joint staff should be established for
intentions and actions, as well as those commands comprised of more than one
of nonmilitary agencies or of the enemy, Service. The staff of the commander of a
which may influence adjacent activity. combatant command, subordinate unified
command, JTF, or subordinate functional
• Support adjacent commanders as component (when a functional component
required by the common aim and the command will employ forces from more than
unfolding situation. one Service) must be composed of Service
members that comprise significant elements
• Coordinate the support provided and of the joint force. Positions on the staff should
received. be divided so that Service representation
and influence generally reflect the Service
d. Responsibilities of Deputy composition of the force.
Commanders. Deputy commanders in a joint
force may be designated as the JFC’s principal a. Basic Doctrine
assistant available to replace the JFC, if
needed. The deputy commander should not • A JFC is authorized to organize the staff
be a member of the same Service as the JFC. and assign responsibilities to individual
The deputy commander’s responsibilities Service members assigned to the staff
may include the following. as deemed necessary to ensure unity of

V-12 JP 0-2
 Doctrine and Policy for Joint Commands
effort and accomplishment of assigned • To expedite the execution of orders and
missions. directives and to promote teamwork
between commands, a commander may
• A joint staff should be reasonably authorize the command’s staff officers
balanced as to numbers, experience, to communicate directly with
influence of position, and rank of the appropriate staff officers of other
Service members concerned. The commands concerning the details of
composition of a joint staff should be plans and directives that have been
commensurate with the composition of received or are to be issued.
forces and the character of the
contemplated operations to ensure that • Each staff division must coordinate its
the staff understands the capabilities, actions and planning with the other
needs, and limitations of each element staff divisions concerned and keep them
of the force. The number of personnel informed of actions taken and the
on a joint staff should be kept to the progress achieved. Normally, each of the
minimum consistent with the task to be general joint staff divisions is assigned
performed. The joint staff members responsibility for a particular type of
should be assigned long enough to gain problem and subject and for coordinating
experience and be effective. the work of the special staff divisions and
other agencies of the staff that relate to
• Each person assigned to serve on a joint that problem or subject.
staff will be responsible to the JFC and
should have thorough knowledge of the • Joint staff divisions and special staff
JFC’s policies. sections should be limited to those
functions for which the JFC is
• The commander of a force for which a responsible or that require the
joint staff is established should ensure commander’s general supervision in the
that the recommendations of any interest of unity of effort.
member of the staff receive
consideration. • The authority that establishes a joint force
should make the provisions for
• The degree of authority to act in the furnishing necessary personnel for the
name of and for the commander is a commander’s staff.
matter to be specifically prescribed by
the commander. b. Staff Organization. The staff
organization should generally conform to the
• Orders and directives from a higher to principles established in this section.
a subordinate command should be issued
in the name of the commander of the • Principal Staff Officer. The chief of
higher command to the commander of staff functions as the principal staff
the immediate subordinate command officer, assistant, and advisor to the
and not directly to elements of that commander. The chief of staff
subordinate command. Exceptions may coordinates and directs the work of the
sometimes be required under certain staff divisions. One or more deputies
emergency or crisis situations. C2 of to the chief of staff and a secretary of
nuclear forces is an example of one such the staff may be provided to assist the
exception. chief of staff in the performance of

V-13
Chapter V
assigned duties. A deputy chief of staff When a commander’s headquarters is
normally should be from a Service other organized without a special staff group,
than that of the chief of staff. The the officers who might otherwise
secretary of the staff is the executive in compose the special staff group may be
the office of the chief of staff and is organized as branches of the divisions of
responsible for routing and forwarding the joint staff or as additional joint staff
correspondence and papers and divisions.
maintaining office records.
• Joint Force Staff Directorates. The
• Personal Staff Group of the general or joint staff group is made up of
Commander. The commander’s staff directorates corresponding to the
personal staff performs duties major functions of command, such as
prescribed by the commander and is personnel, intelligence, operations,
responsible directly to the commander. logistics, plans, and C4 systems. The
This group, normally composed of aides head of each staff directorate may be
to the commander and staff officers designated as a director or as an
handling special matters over which the assistant chief of staff. The directors or
commander wishes to exercise close assistant chiefs of staff provide staff
personal control, will usually include a supervision for the commander of all
staff judge advocate, POLAD, public activities pertaining to their respective
affairs officer, inspector general, provost functions.
marshal, chaplain, surgeon, historian, and
others as directed. •• Manpower and Personnel
Directorate (J-1). The J-1 is charged
• Special Staff Group. The special staff with manpower management, the
group consists of representatives of formulation of personnel policies, and
technical or administrative services supervision of the administration of
and can include representatives from personnel of the command (including
government or nongovernmental civilians under the supervision or control
agencies. The general functions of the of the command) and enemy prisoners
special staff include furnishing of war. Because many of the problems
technical, administrative, and tactical confronting this division are necessarily
advice and recommendations to the of a single-Service nature, the division
commander and other staff officers; should consider the established policies
preparing the parts of plans, estimates, of the Military Departments.
and orders in which they have primary
interest; and coordinating and •• Intelligence Directorate (J-2). The
supervising the activities for which each primary function of the J-2 is to support
staff division is responsible. Because the the commander and the staff by ensuring
headquarters of a joint force is concerned the availability of reliable intelligence
primarily with broad operational matters and timely indications and warnings on
rather than with technical problems the characteristics of the operational area.
associated with administration and Within the scope of the essential elements
support of assigned and/or attached of information, the J-2 participates in
forces, this group should be small to joint staff planning and in planning,
avoid unnecessary duplication of coordinating, directing, integrating, and
corresponding staff sections or divisions controlling a concentration of
within the Service component headquarters. intelligence efforts on the proper items

V-14 JP 0-2
 Doctrine and Policy for Joint Commands
of intelligence interest at the appropriate of the problems confronting this
time. The J-2 tells the JFC what the directorate are necessarily of a single-
adversaries or potential adversaries are Service nature, the established policies
doing, what they are capable of doing, of the Military Departments should be
and what they may do in the future. considered. The J-4 is responsible for
Intelligence assists the JFC and staff in advising the commander of the logistic
visualizing the operational area and in support that can be provided for
achieving information superiority. proposed COAs. In general, the J-4
Intelligence also contributes to formulates policies to ensure effective
information superiority by attempting to logistic support for all forces in the
discern an adversary’s probable intent command and coordinates execution of
and future COA. The J-2 also ensures the commander’s policies and guidance.
adequate intelligence collection and
reporting to disclose enemy capabilities •• Plans Directorate. The J-5 assists the
and intentions as quickly as possible. The commander in long-range or future
J-2 is responsible for the operation of the planning, preparation of campaign
joint intelligence center and/or joint and joint operation plans, and
analysis center for the combatant associated estimates of the situation.
commander and the joint intelligence The J-5 may contain an analytic cell that
support element for a subordinate JFC. conducts simulations and analyses to
assist the commander in plans
•• Operations Directorate (J-3). The preparation activities, or such a cell may
J-3 assists the commander in the be established as a special staff division
discharge of assigned responsibility for or section.
the direction and control of operations,
beginning with planning and follow- •• Command, Control, Communications,
through until specific operations are and Computer Systems Directorate
completed. In this capacity the J-3 plans, (J-6). The J-6 assists the commander in
coordinates, and integrates operations. all responsibilities for communications
The flexibility and range of modern infrastructure, communications-
forces require close coordination and computer networking, communications
integration for effective unity of effort. electronics, information assurance,
When the joint staff includes a plans tactical communications, and
directorate (J-5), the J-5 performs the interoperability. This includes
long-range or future planning development and integration of C4
responsibilities. The J-3 is responsible architectures and plans that support the
for the operation of the Joint Operations command’s operational and strategic
Center for the JFC. requirements, as well as policy and
guidance for implementation and
•• Logistics Directorate (J-4). The J-4 integration of interoperable C4 systems
is charged with the formulation of to exercise command in the execution of
logistic plans and with the coordination the mission.
and supervision of supply, maintenance,
repair, evacuation, transportation, • Liaison Officers. Liaisons from various
engineering, salvage, procurement, higher, lower, and adjacent organizations
health services, mortuary affairs, security are normally spread throughout the joint
assistance, host-nation support, and force staff and not grouped as a separate
related logistic activities. Because many entity. The administration and

V-15
Chapter V
assignment of liaison officers is normally and enemy strengths and weaknesses, as well
under the cognizance of the deputy JFC as in analysis of COAs.
or the chief of staff.
c. Follow-Through. Having received and
8. Joint Command and Staff analyzed the mission, the commander
Process determines how it will be accomplished and
directs subordinate commanders to
a. General. The nature, scope, and tempo accomplish certain tasks that contribute to
of military operations continually changes, the common goal. Then the commander is
requiring the commander to make new responsible for carrying out the mission to
decisions and take new actions in response to successful conclusion, using supporting staff
these changes. This may be viewed as part of studies, coordination, and analysis relating to:
a cycle, which is repeated when the situation
changes significantly. The cycle may be • Supervision of the conduct of operations;
deliberate or rapid, depending on the time
available. However, effective decisionmaking • Changes to orders, priorities, and
and follow-through require that the basic apportionment of support;
process be understood by all commanders and
staff officers and adapted to the prevailing • Commitment and reconstitution of the
situation. Although the scope and details will reserve; and
vary with the level and function of the
command, the purpose is constant: analyze • After mission attainment, consolidation
the situation and need for action; determine and refit in preparation for the next task.
the COA best suited for mission
accomplishment; and carry out that COA, 9. Service Component
with adjustments as necessary, while Commands
continuing to assess the unfolding situation.
A combatant command-level Service
b. Estimates, Decisions, and Directives. component command consists of the Service
These processes are iterative, beginning with component commander and all the Service
the initial recognition that the situation has forces (such as individuals, units,
changed (e.g., change of mission, change in detachments, organizations, and installations,
the friendly or enemy situation) requiring a including the support forces) that have been
new decision by the commander. The staff assigned to a combatant command or
assembles available information regarding further assigned to a subordinate unified
the enemy, friendly, and environmental command or JTF (forces assigned to the
situations and assists the commander in combatant commands are identified in the
analyzing the mission and devising COAs. “Forces for Unified Commands”
The staff then analyzes these COAs and the memorandum signed by the Secretary of
commander makes a decision. This decision Defense). Other individuals, units,
identifies what the command is to do and detachments, organizations, or installations
becomes the “mission” paragraph of a plan may operate directly under the Service
or order. A format as depicted in JP 3-0, component commander and contribute to the
Doctrine for Joint Operations, may be used mission of the JFC. When a Service
as a checklist to assist the staff and commander command is designated as the “Service
during the preparation of estimates and component” to multiple combatant
directives. Simulation and analysis commanders, the commander and only
capabilities can assist in correlation of friendly that portion of the commander’s assets

V-16 JP 0-2
 Doctrine and Policy for Joint Commands
assigned to a particular combatant assignment to other subordinate
commander are under the command forces. Unless otherwise directed, these
authority of that particular combatant units revert to the Service component
commander. commander’s control when such
subordinate forces are dissolved.
a. Designation of Service Component
Commanders. With the exception of the • Conduct joint training, including the
commander of a combatant command and training, as directed, of components of
members of the command’s joint staff, the other Services in joint operations for
senior officer of each Service assigned to a which the Service component
combatant command and qualified for commander has or may be assigned
command by the regulations of the parent primary responsibility, or for which the
Service is designated the commander of the Service component’s facilities and
Service component forces, unless another capabilities are suitable.
officer is so designated by competent
authority. The assignment of any specific • Inform their JFC (and their combatant
individual as a Service component commander, if affected) of planning for
commander of a combatant command is changes in logistic support that would
subject to the concurrence of the combatant significantly affect operational capability
commander. or sustainability sufficiently early in the
planning process for the JFC to evaluate
b. Responsibilities of Service the proposals prior to final decision or
Component Commanders. Service implementation. If the combatant
component commanders have responsibilities commander does not approve the
that derive from their roles in fulfilling the proposal and discrepancies cannot be
Services’ support function. The JFC also resolved between the combatant
may conduct operations through the Service commander and the Service component
component commanders or, at lower echelons, commander, the combatant commander
Service force commanders. In the event that will forward the issue through the
OPCON of Service component forces is Chairman of the Joint Chiefs of Staff to
delegated by the JFC to a Service component the Secretary of Defense for resolution.
or force commander of a subordinate joint Under crisis action or wartime
force command, the authority of the Service conditions, and where critical situations
component of the superior JFC is described make diversion of the normal logistic
as ADCON that includes responsibilities for process necessary, Service component
certain Service-specific functions. Service commanders will implement directives
component commanders are responsible to issued by the combatant commander.
the JFC for the following.
• Develop program and budget requests
• Make recommendations to the JFC on that comply with combatant commander
the proper employment of the forces guidance on warfighting requirements
of the Service component. and priorities. The Service component
commander will provide to the
• Accomplish such operational missions combatant commander a copy of the
as may be assigned. program submission prior to forwarding
it to the Service headquarters. The
• Select and nominate specific units of Service component commander will
the parent Service component for keep the combatant commander

V-17
Chapter V
informed of the status of combatant d. Communication with a Service Chief.
commander requirements while Service Unless otherwise directed by the combatant
programs are under development. commander, the Service component
commander will communicate through the
• Inform the combatant commander combatant command on those matters over
(and any intermediate JFCs) of program which the combatant commander exercises
and budget decisions that may affect COCOM. On Service-specific matters such
joint operation planning. The Service as personnel, administration, and unit training,
component commander will inform the the Service component commander will
combatant commander of such decisions normally communicate directly with the
and of program and budget changes in a Service Chief, informing the combatant
timely manner during the process in order commander as the combatant commander
to permit the combatant commander to directs.
express the command’s views before a
final decision. The Service component e. Logistic Authority. The operating
commander will include in this details of any Service logistic support
information Service rationale for system will be retained and exercised by
n o n s u p p o r t o f t h e c o m b a t a n t the Service component commanders in
commander’s requirements. accordance with instructions of their Military
Departments, subject to the directive authority
• Provide, as requested, supporting joint of the combatant commander. Joint force
operation and exercise plans with transportation policies will comply with the
necessary force data to support missions guidelines established in the Defense
that may be assigned by the combatant Transportation System.
commander.
10. Functional Component
c. Service component or force Commands
commanders in joint forces at any level
within a combatant command are Combatant commanders and commanders
responsible to the combatant command- of subordinate unified commands and JTFs
level Service component commander for have the authority to establish functional
the following. component commands to control military
operations. JFCs may decide to establish a
• Internal administration and discipline. functional component command to integrate
planning; reduce their span of control; and/or
• Training in own Service doctrine, significantly improve combat efficiency,
tactical methods, and techniques. information flow, unity of effort, weapon
systems management, component interaction,
• Logistic functions normal to the or control over the scheme of maneuver.
command, except as otherwise directed Functional component commanders have
by higher authority. authority over forces or military capability
made available to them as delegated by the
• Service intelligence matters and establishing JFC. Functional component
oversight of intelligence activities to commands may be established across the
ensure compliance with the laws, range of military operations to perform
policies, and directives. operational missions that may be of short or

V-18 JP 0-2
 Doctrine and Policy for Joint Commands
extended duration. JFCs may elect to d. The commander of a functional
centralize selected functions within the joint component command is responsible for
force, but should strive to avoid reducing the making recommendations to the
versatility, responsiveness, and initiative of establishing commander on the proper
subordinate forces. (NOTE: Functional employment of the forces and/or military
component commands are component capability made available to accomplish the
commands of a joint force and do not assigned responsibilities.
constitute a “joint force” with the authorities
and responsibilities of a joint force as e. The functional component
described in this document, even when commander normally will be a Service
composed of forces from two or more Military component commander. As a Service
Departments.) component commander, the functional
component commander also has the
a. The JFC establishing a functional responsibilities associated with Service
component command has the authority to component command for those assigned
designate its commander. Normally, the forces. When a functional component
Service component commander with the command is composed of forces of two or
preponderance of forces to be tasked will be more Services, the functional component
designated as the functional component commander must be cognizant of the
commander; however, the JFC will always constraints imposed by logistic factors on
consider the mission, nature and duration of the capability of the forces attached or made
the operation, force capabilities, and the C2 available and the responsibilities retained by
capabilities in selecting a commander. the Service component commanders.

b. The responsibilities and authority of f. When a functional component command

a functional component command must be will employ forces from more than one
assigned by the establishing JFC. The Service, the functional component
establishment of a functional component commander’s staff should reflect the
commander must not affect the command composition of the functional component
relationships between Service component command to provide the commander with the
commanders and the JFC. expertise needed to effectively employ the
forces made available. Staff billets for the
c. The JFC must designate the forces needed expertise and individuals to fill
and/or military capability that will be made those billets should be identified and used
available for tasking by the functional when the functional component staffs are
component commander and the appropriate formed for exercises and actual operations.
command relationship(s) the functional The number of personnel on this staff should
component commander will exercise (e.g., a be kept to the minimum and should be
joint force special operations component consistent with the task performed. The
commander normally has OPCON of structure of the staff should be flexible enough
assigned forces and a JFACC normally is to expand or contract under changing
delegated TACON of the sorties or other conditions without a loss in coordination or
military capabilities made available, except capability.
for land forces that provide supporting fires
which normally are tasked in a direct support
role).

V-19
Chapter V
For additional information on C2 by recommendations on matters placed within
functional component commanders, see JP their jurisdiction or, if necessary, to carry out
3-30, Command and Control for Joint Air the directives of a superior authority. A joint
Operations, JP 3-31, Command and Control military police force is an example of such
for Joint Land Operations, and JP 3-32, an agency.
Command and Control for Joint Maritime
Operations. 12. Uniform Code of Military
Justice
SECTION C. DISCIPLINE
AND PERSONNEL The UCMJ provides the basic law for
discipline of the Armed Forces. The
ADMINISTRATION Manual for Courts-Martial (MCM),
United States (as amended), prescribes the
11. Responsibility rules and procedures governing military
justice. Pursuant to the authority vested in
a. Joint Force Commander. The JFC is the President under article 22(a), UCMJ, and
responsible for the discipline and in Rules for Courts-Martial (RCM)
administration of military personnel 201(e)(2)(a) of the MCM (as amended),
assigned to the joint organization. In combatant commanders are given courts-
addition to the administration and disciplinary martial jurisdiction over members of any of
authority exercised by subordinate JFCs, a the Armed Forces. Pursuant to article
combatant commander may prescribe 23(a)(6), UCMJ, subordinate JFCs of a
procedures by which the senior officer of a detached command or unit have special
Service assigned to the headquarters element courts-martial convening authority. Under
of a joint organization may exercise RCM 201(e)(2)(c), combatant commanders
administrative and nonjudicial punishment may expressly authorize subordinate JFCs
authority over personnel of the same Service who are authorized to convene special and
assigned to the same joint organization. summary courts-martial to convene such
courts-martial for the trial of members of other
b. Service Component Commander. Armed Forces.
Each Service component commander in a
combatant command is responsible for the 13. Rules and Regulations
internal administration and discipline of
that Service’s component forces, subject to Rules and regulations implementing the
Service regulations and directives established UCMJ and MCM are, for the most part, of
by the combatant commander. The JFC single-Service origin. In a joint force,
exercises disciplinary authority vested in the however, the JFC should publish rules and
JFC by law, Service regulations, and superior regulations that establish uniform policies
authority in the chain of command. applicable to all Services’ personnel within
the joint organization where appropriate. For
c. Method of Coordination. The JFC example, joint rules and regulations normally
normally should exercise administrative and should be published to cover hours and areas
disciplinary authority through the Service authorized for liberty, apprehension of Service
component commanders to the extent personnel, black market and currency control
practicable. When this is impracticable, the regulations, and other matters that the JFC
JFC may establish joint agencies responsible deems appropriate.
directly to the JFC to advise or make

V-20 JP 0-2
 Doctrine and Policy for Joint Commands
14. Jurisdiction c. Nonjudicial Punishment. The JFC
may impose nonjudicial punishment upon
a. More than one Service involved. any military personnel of the command,
Matters that involve more than one Service unless such authority is limited or withheld
or that occur outside a military reservation but by a superior commander. The JFC will use
within the jurisdiction of the JFC may be the regulations of the alleged offender’s
handled either by the JFC or by the Service Service when conducting nonjudicial
component commander unless withheld by punishment proceedings, including
the JFC. punishment, suspension, mitigation, and
filing. Except as noted below, appeals and
b. One Service involved. Matters that other actions involving review of nonjudicial
involve only one Service, and occur on the punishment imposed by a JFC will follow the
military reservation or within the military appropriate regulations of the alleged
jurisdiction of that Service component, offender’s Service. When the combatant
normally should be handled by the Service commander personally imposes
component commander, subject to Service nonjudicial punishment, or is otherwise
regulations. disqualified from being the appellate
authority, appeals will be forwarded to the
15. Trial and Punishment Chairman of the Joint Chiefs of Staff for
appropriate action by the Secretary of Defense
a. Convening Courts-Martial. General or SecDef designee. Collateral decisions and
courts-martial may be convened by the processing (e.g., personnel and finance actions
commander of a combatant command. An and unfavorable notations in selection records
accused may be tried by any courts-martial and personnel files) will be handled in Service
convened by a member of a different Military channels.
Service when the courts-martial is convened
by a JFC who has been specifically d. Execution of Punishment. Execution
empowered by statute, the President, the of any punishment adjudged or imposed
Secretary of Defense, or a superior within any Service may be carried out by
commander under the provisions of the RCM another Service under regulations provided
(201(e)(2) of the MCM) to refer such cases by the Secretaries of the Military Departments.
for trial by courts-martial.
16. Morale and Welfare
b. Post-trial and Appellate Processing.
When a courts-martial is convened by a JFC, In a joint force, the morale and welfare
the convening authority may take action on of the personnel of each Service are the
the sentence and the findings as authorized responsibility of the Service component
by the UCMJ and MCM. If the convening commander and the JFC insofar as they
authority is unable to take action, the case will affect the accomplishment of the mission.
be forwarded to the combatant commander Morale, welfare, and recreational facilities
or superior JFC exercising general courts- may be operated either by a single-Service
martial convening authority. Following or jointly as directed by the combatant
convening authority action, the review and commander in whose AOR the facility is
appeals procedures applicable to the accused’s located. Facilities operated by one Service
Service will be followed. should be made available to personnel of other
Services to the extent practicable. Facilities

V-21
Chapter V
that are jointly operated should be available will process the recommendation through
equitably to all Services. Religious support Service channels.
to the personnel of each Service is the
responsibility of the Service component 18. Efficiency and Fitness
commander and the JFC insofar as it affects Reports
the accomplishment of the mission.
The immediate superior of an officer in a
For further information on morale and joint organization is responsible for preparing
welfare, see JP 1-05, Religious Ministry and forwarding an efficiency or fitness
Support for Joint Operations. report in accordance with the regulations (and
on the prescribed form) of the reported
17. Awards and Decorations member’s Service. Completed reports will
be forwarded to the reported officer’s Service
Recommendations for decorations and for filing. Letter reports prepared by
medals will be made by the JFC in combatant commanders for component
accordance with Service regulations or as commanders will be forwarded through the
prescribed by DOD 1348.33-M, Manual of Chairman of the Joint Chiefs of Staff to the
Military Decorations & Awards, as applicable. reported officer’s Service.
Recommendations for joint awards will be
processed through joint channels. For further information on personnel
Concurrence of the Chairman of the Joint administration and discipline, refer to JP 1-0,
Chiefs of Staff is required prior to initiating a Doctrine for Personnel Support to Joint
request for a joint award for a combatant Operations, and JP 1-04, Joint Tactics,
commander. When a member of a joint staff Techniques, and Procedures for Legal Support
is recommended for a Service award, the JFC to Joint Operations.

V-22 JP 0-2
 APPENDIX A
REFERENCES

The development of JP 0-2 is based upon the following primary references.

1. Federal Statutory Laws

a. The National Security Act of 1947, as amended.

b. Titles 10 and 32, US Code, as amended.

c. Title 14, US Code, sections 1, 2, and 141.

2. NCA Guidance
a. Unified Command Plan.

b. Forces for Unified Commands.

c. Presidential Decision Directive-56, Managing Complex Contingency Operations.

d. Executive Order 12333, 4 December 1981, United States Intelligence Activities.

e. SecDef Memorandum, Assignment of Force, 6 September 1996.

f. Nuclear Supplement to the Joint Strategic Capabilities Plan.

3. Memoranda of Agreement and Understanding

a. DOD and Department of Transportation Memorandum of Agreement, 3 October 1995,
The Use of U.S. Coast Guard Capabilities and Resources in Support of the National Military
Strategy.

b. DOD and DOS Memorandum of Understanding, 16 December 1997, Security of DOD

Elements and Personnel in Foreign Areas.

4. DOD Directives
a. DOD 1348.33-M, Manual of Military Decorations & Awards.

b. DODD 2000.12, 13 April 1999, DOD Antiterrorism/Force Protection (AT/FP) Program.

c. DODD 3020.26, 26 May 1995, Continuity of Operations (COOP) Policy and Planning.

d. DODD 5100.1, 25 September 1987, Functions of the Department of Defense and its
Major Components.

A-1
Appendix A
e. DODD 5100.20, 23 December 1971, The National Security Agency and the Central
Security Service.

f. DODD 5105.19, 25 June 1991, Defense Information Systems Agency (DISA).

g. DODD 5105.21, 18 February 1997, Defense Intelligence Agency (DIA).

h. DODD 5105.60, 11 October 1996, National Imagery and Mapping Agency.

i. DODD 5105.62, 30 September 1998, Defense Threat Reduction Agency.

j. DODD 5106.4, 7 January 1993, Inspectors General (IGs) of the Unified and Specified
Combatant Commands.

k. The integrated policies and procedures established by the Secretary of Defense for the
coordination of the Department of the Army, the Department of the Navy, and the Department
of the Air Force.

5. Chairman of the Joint Chiefs of Staff Directives

a. CJCSI 6120.05, Manual for Tactical Command and Control Planning Guidance for
Joint Operations, Joint Interface Operational Procedures for Message Text Formats.

b. CJCSM 3122.01, Joint Operation Planning and Execution System (JOPES), Vol I:
(Planning Policies and Procedures).

c. CJCSM 3410.01, The Chairman of the Joint Chiefs of Staff Continuity of Operations
Plan.

d. Chairman of the Joint Chiefs of Staff Emergency Action Procedures.

6. Joint Publications
a. JP 1, Joint Warfare of the Armed Forces of the United States.

b. JP 1-0, Doctrine for Personnel Support to Joint Operations.

c. JP 1-02, Department of Defense Dictionary of Military and Associated Terms.

d. JP 1-04, Joint Tactics, Techniques, and Procedures for Legal Support to Military
Operations.

e. JP 1-05, Religious Ministry Support to Joint Operations.

f. JP 3-0, Doctrine for Joint Operations.

g. JP 3-08, Interagency Coordination During Joint Operations Vol I.

A-2 JP 0-2
 References
h. JP 3-12, Doctrine for Joint Nuclear Operations, and JP 3-12 series.

i. JP 3-16, Joint Doctrine for Multinational Operations.

j. JP 3-30, Command and Control for Joint Air Operations.

k. JP 3-31, Command and Control for Joint Land Operations.

l. JP 3-32, Command and Control for Joint Maritime Operations.

m. JP 4-0, Doctrine for Logistic Support of Joint Operations.

n. JP 5-0, Doctrine for Planning Joint Operations.

o. JP 5-00.2, Joint Task Force Planning Guidance and Procedures.

p. JP 6-0, Doctrine for Command, Control, Communications, and Computer (C4) Systems
Support to Joint Operations.

7. Other References
a. Commander in Chief, US Strategic Command Emergency Action Procedures.

b. AJP-4, Allied Joint Logistics Doctrine.

A-3
Appendix A

Intentionally Blank

A-4 JP 0-2
 APPENDIX B
ADMINISTRATIVE INSTRUCTIONS

1. User Comments
Users in the field are highly encouraged to submit comments on this publication to:
Commander, United States Joint Forces Command, Joint Warfighting Center Code JW100,
116 Lake View Parkway, Suffolk, VA 23435-2697. These comments should address
content (accuracy, usefulness, consistency, and organization), writing, and appearance.

2. Authorship
The lead agent and Joint Staff doctrine sponsor for this publication is the Director for
Operational Plans and Joint Force Development (J-7).

3. Supersession
This publication supersedes JP 0-2, 24 February 1995, Unified Action Armed Forces
(UNAAF).

4. Change Recommendations
a. Recommendations for urgent changes to this publication should be submitted:

TO: JOINT STAFF WASHINGTON DC//J7-JDETD//

INFO: USCINCJFCOM NORFOLK VA//JW100//

Routine changes should be submitted to the Director for Operational Plans and Joint
Force Development (J-7), JDETD, 7000 Joint Staff Pentagon, Washington, DC
20318-7000, with info copies to the USJFCOM JWFC.

b. When a Joint Staff directorate submits a proposal to the Chairman of the Joint
Chiefs of Staff that would change source document information reflected in this
publication, that directorate will include a proposed change to this publication as an
enclosure to its proposal. The Military Services and other organizations are requested
to notify the Director, J-7, Joint Staff, when changes to source documents reflected in
this publication are initiated.

c. Record of Changes:

CHANGE COPY DATE OF DATE POSTED

NUMBER NUMBER CHANGE ENTERED BY REMARKS
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________

B-1
Appendix B
5. Distribution
a. Additional copies of this publication can be obtained through Service publication
centers listed below (initial contact) or the USJFCOM JWFC in the event that the joint
publication is not available from the Service.

b. Only approved joint publications and joint test publications are releasable outside
the combatant commands, Services, and Joint Staff. Release of any classified joint
publication to foreign governments or foreign nationals must be requested through the
local embassy (Defense Attaché Office) to DIA Foreign Liaison Office, PSS, PO-FL,
Room 1A674, Pentagon, Washington, DC 20301-7400.

c. Additional copies should be obtained from the Military Service assigned

administrative support responsibility by DOD Directive 5100.3, 1 November 1988,
Support of the Headquarters of Unified, Specified, and Subordinate Joint Commands.

Army: US Army AG Publication Center SL

1655 Woodson Road
Attn: Joint Publications
St. Louis, MO 63114-6181

Air Force: Air Force Publications Distribution Center

2800 Eastern Boulevard
Baltimore, MD 21220-2896

Navy: CO, Naval Inventory Control Point

700 Robbins Avenue
Bldg 1, Customer Service
Philadelphia, PA 19111-5099

Marine Corps: Commander (Attn: Publications)

814 Radford Blvd, Suite 20321
Albany, GA 31704-0321

Coast Guard: Commandant Coast Guard (G-OPD), US Coast Guard

2100 2nd Street, SW
Washington, DC 20593-0001

Commander
USJFCOM JWFC Code JW2102
Doctrine Division (Publication Distribution)
116 Lake View Parkway
Suffolk, VA 23435-2697

d. Local reproduction is authorized and access to unclassified publications is

unrestricted. However, access to and reproduction authorization for classified joint
publications must be in accordance with DOD Regulation 5200.1-R, Information
Security Program.

B-2 JP 0-2
 GLOSSARY
PART I — ABBREVIATIONS AND ACRONYMS

ADCON administrative control

AJP allied joint publication
AOR area of responsibility

C2 command and control

C2S command and control support
C4 command, control, communications, and computers
CA civil affairs
CCIR commander’s critical information requirements
CINCNORAD Commander in Chief, North American Aerospace Defense
Command
CJCS Chairman of the Joint Chiefs of Staff
CJCSI Chairman of the Joint Chiefs of Staff Instruction
CJCSM Chairman of the Joint Chiefs of Staff Manual
CNA computer network attack
CND computer network defense
COA course of action
COCOM combatant command (command authority)
CONPLAN operation plan in concept format
CONUS continental United States
COOP continuity of operations

DIA Defense Intelligence Agency

DIRLAUTH direct liaison authorized
DLA Defense Logistics Agency
DOD Department of Defense
DODD Department of Defense Directive
DOS Department of State
DTRA Defense Threat Reduction Agency

IO international organization
ISR intelligence, surveillance, and reconnaissance

J-1 manpower and personnel directorate of a joint staff

J-2 intelligence directorate of a joint staff
J-3 operations directorate of a joint staff
J-4 logistics directorate of a joint staff
J-5 plans directorate of a joint staff
J-6 command, control, communications, and computer systems
directorate of a joint staff
JFACC joint force air component commander
JFC joint force commander
JOA joint operations area
JOPES Joint Operation Planning and Execution System

GL-1
Glossary
JP joint publication
JSCP Joint Strategic Capabilities Plan
JSPS Joint Strategic Planning System
JTF joint task force
JTTP joint tactics, techniques, and procedures

MAGTF Marine air-ground task force

MCM Manual for Courts-Martial
MNF multinational force
MOOTW military operations other than war

NCA National Command Authorities

NGO nongovernmental organization
NIMA National Imagery and Mapping Agency
NMCS National Military Command System
NMS national military strategy
NORAD North American Aerospace Defense Command
NSC National Security Council
NSS national security strategy

OPCON operational control

OPLAN operation plan

PO peace operations
POLAD political advisor
PSYOP psychological operations

RC Reserve Component
RCM Rules for Courts-Martial
ROE rules of engagement

SecDef Secretary of Defense

SO special operations
SOF special operations forces

TACAIR tactical air

TACON tactical control
TRO training and readiness oversight

UCMJ Uniform Code of Military Justice

UCP Unified Command Plan
UN United Nations
USC United States Code
USCINCJFCOM Commander in Chief, US Joint Forces Command
USCINCSOC Commander in Chief, United States Special Operations
Command
USCINCSPACE Commander in Chief, United States Space Command
USCINCTRANS Commander in Chief, United States Transportation Command

GL-2 JP 0-2
 Glossary
USG United States Government
USSOCOM United States Special Operations Command

GL-3
 PART II — TERMS AND DEFINITIONS

administrative control. Direction or exercise relatively permanent. See also attach. (JP
of authority over subordinate or other 1-02)
organizations in respect to administration
and support, including organization of attach. 1. The placement of units or
Service forces, control of resources and personnel in an organization where such
equipment, personnel management, unit placement is relatively temporary. 2. The
logistics, individual and unit training, detailing of individuals to specific functions
readiness, mobilization, demobilization, where such functions are secondary or
discipline, and other matters not included relatively temporary, e.g., attached for
in the operational missions of the quarters and rations; attached for flying
subordinate or other organizations. Also duty. See also assign. (JP 1-02)
called ADCON. (JP 1-02)
battlespace. The environment, factors, and
alliance. An alliance is the result of formal conditions that must be understood to
agreements (i.e., treaties) between two or successfully apply combat power, protect
more nations for broad, long-term the force, or complete the mission. This
objectives which further the common includes air, land, sea, space, and the
interests of the members. (JP 1-02) included enemy and friendly forces,
facilities, weather, terrain, the
area of responsibility. The geographical electromagnetic spectrum, and information
area associated with a combatant command environment within the operational areas
within which a combatant commander has and areas of interest. (JP 1-02)
authority to plan and conduct operations.
(This term and its definition modify the boundary. A line which delineates surface
existing term and its definition and are areas for the purpose of facilitating
approved for inclusion in the next edition coordination and deconfliction of
of JP 1-02.) operations between adjacent units,
formations, or areas. (JP 1-02)
armed forces. The military forces of a nation
or a group of nations. (JP 1-02) campaign. A series of related military
operations aimed at accomplishing a
Armed Forces of the United States. A term strategic or operational objective within a
used to denote collectively all components given time and space. See also campaign
of the Army, Navy, Air Force, Marine plan. (JP 1-02)
Corps, and Coast Guard. See also United
States Armed Forces. (JP 1-02) campaign plan. A plan for a series of related
military operations aimed at accomplishing
assign. 1. To place units or personnel in an a strategic or operational objective within
organization where such placement is a given time and space. See also campaign.
relatively permanent, and/or where such (JP 1-02)
organization controls and administers the
units or personnel for the primary function, chain of command. The succession of
or greater portion of the functions, of the commanding officers from a superior to a
unit or personnel. 2. To detail individuals subordinate through which command is
to specific duties or functions where such exercised. Also called command channel.
duties or functions are primary and/or (JP 1-02)

GL-4 JP 0-2
 Glossary
close support. That action of the supporting command (command authority) provides
force against targets or objectives which are full authority to organize and employ
sufficiently near the supported force as to commands and forces as the combatant
require detailed integration or coordination commander considers necessary to
of the supporting action with the fire, accomplish assigned missions. Operational
movement, or other actions of the supported control is inherent in combatant command
force. (JP 1-02) (command authority). Also called
COCOM. See also combatant command;
coalition. An ad hoc arrangement between combatant commander; operational control;
two or more nations for common action. tactical control. (JP 1-02)
(JP 1-02)
combatant commander. A commander in
combatant command. A unified or specified chief of one of the unified or specified
command with a broad continuing mission combatant commands established by the
under a single commander established and President. Also called CINC. (JP 1-02)
so designated by the President, through the
Secretary of Defense and with the advice combined. Between two or more forces or
and assistance of the Chairman of the Joint agencies of two or more allies. (When all
Chiefs of Staff. Combatant commands allies or services are not involved, the
typically have geographic or functional participating nations and services shall be
responsibilities. (JP 1-02) identified; e.g., combined navies.) (JP 1-02)

combatant command (command command. 1. The authority that a

authority). Nontransferable command commander in the Armed Forces lawfully
authority established by title 10 (“Armed exercises over subordinates by virtue of
Forces”), United States Code, section 164, rank or assignment. Command includes the
exercised only by commanders of unified authority and responsibility for effectively
or specified combatant commands unless using available resources and for planning
otherwise directed by the President or the the employment of, organizing, directing,
Secretary of Defense. Combatant coordinating, and controlling military
command (command authority) cannot be forces for the accomplishment of assigned
delegated and is the authority of a missions. It also includes responsibility for
combatant commander to perform those health, welfare, morale, and discipline of
functions of command over assigned forces assigned personnel. 2. An order given by
involving organizing and employing a commander; that is, the will of the
commands and forces, assigning tasks, commander expressed for the purpose of
designating objectives, and giving bringing about a particular action. 3. A
authoritative direction over all aspects of unit or units, an organization, or an area
military operations, joint training, and under the command of one individual. See
logistics necessary to accomplish the also combatant command; combatant
missions assigned to the command. command (command authority). Also
Combatant command (command authority) called CMD. (JP 1-02)
should be exercised through the
commanders of subordinate organizations. command and control. The exercise of
Normally, this authority is exercised authority and direction by a properly
through subordinate joint force designated commander over assigned and
commanders and Service and/or functional attached forces in the accomplishment of
component commanders. Combatant the mission. Command and control

GL-5
Glossary
functions are performed through an continuity of operations. The degree or state
arrangement of personnel, equipment, of being continuous in the conduct of
communications, facilities, and procedures functions, tasks, or duties necessary to
employed by a commander in planning, accomplish a military action or mission in
directing, coordinating, and controlling carrying out the national military strategy.
forces and operations in the It includes the functions and duties of the
accomplishment of the mission. Also called commander, as well as the supporting
C2. (JP 1-02) functions and duties performed by the staff
and others acting under the authority and
command and control system. The direction of the commander. Also called
facilities, equipment, communications, COOP. (JP 1-02)
procedures, and personnel essential to a
commander for planning, directing, and coordinating authority. A commander or
controlling operations of assigned forces individual assigned responsibility for
pursuant to the missions assigned. (JP 1-02) coordinating specific functions or activities
involving forces of two or more Military
commander’s critical information Departments, two or more joint force
requirements. A comprehensive list of components, or two or more forces of the
information requirements identified by the same Service. The commander or
commander as being critical in facilitating individual has the authority to require
timely information management and the consultation between the agencies involved,
decision making process that affect but does not have the authority to compel
successful mission accomplishment. The agreement. In the event that essential
two key subcomponents are critical friendly agreement cannot be obtained, the matter
force information and priority intelligence shall be referred to the appointing authority.
requirements. Also called CCIR. (JP 1-02) Coordinating authority is a consultation
relationship, not an authority through which
command relationships. The interrelated command may be exercised. Coordinating
responsibilities between commanders, as authority is more applicable to planning and
well as the operational authority exercised similar activities than to operations. (This
by commanders in the chain of command; term and its definition modify the existing
defined further as combatant command term and its definition and are approved
(command authority), operational control, for inclusion in the next edition of JP 1-
tactical control, or support. (This term and 02.)
its definition modify the existing term and
its definition and are approved for inclusion decentralized execution. The delegation of
in the next edition of JP 1-02.) execution authority to subordinate
commanders. (This term and its definition
component. 1. One of the subordinate are approved for inclusion in the next
organizations that constitute a joint force. edition of JP 1-02.)
Normally, a joint force is organized with a
combination of Service and functional direct liaison authorized. That authority
components. 2. In logistics, a part or granted by a commander (any level) to a
combination of parts having a specific subordinate to directly consult or coordinate
function which can be installed or replaced an action with a command or agency within
only as an entity. (JP 1-02) or outside of the granting command. Direct

GL-6 JP 0-2
 Glossary
liaison authorized is more applicable to Secretary of Defense. Designation as
planning than operations and always executive agent, in and of itself, confers
carries with it the requirement of keeping no authority. The exact nature and scope
the commander granting direct liaison of the authority delegated must be stated
authorized informed. Direct liaison in the document designating the executive
authorized is a coordination relationship, agent. An executive agent may be limited
not an authority through which command to providing only administration and
may be exercised. Also called support or coordinating common functions,
DIRLAUTH. (JP 1-02) or it may be delegated authority, direction,
and control over specified resources for
direct support. A mission requiring a force specified purposes. (This term and its
to support another specific force and definition modify the existing term and its
authorizing it to answer directly the definition and are approved for inclusion
supported force’s request for assistance. (JP in the next edition of JP 1-02.)
1-02)
force. 1. An aggregation of military
directive authority for logistics. Combatant personnel, weapon systems, equipment, and
commander authority to issue directives to necessary support, or combination thereof.
subordinate commanders, including (This term and its definition modify the
peacetime measures, necessary to ensure the existing term and its definition and are
effective execution of approved operation approved for inclusion in the next edition
plans. Essential measures include the of JP 1-02.)
optimized use or reallocation of available
resources and prevention or elimination of functional component command. A
redundant facilities and/or overlapping command normally, but not necessarily,
functions among the Service component composed of forces of two or more Military
commands. (This term and its definition Departments which may be established
are approved for inclusion in the next across the range of military operations to
edition of JP 1-02.) perform particular operational missions that
may be of short duration or may extend over
doctrine. Fundamental principles by which a period of time. (JP 1-02)
the military forces or elements thereof guide
their actions in support of national general support. 1. That support which is
objectives. It is authoritative but requires given to the supported force as a whole and
judgment in application. (JP 1-02) not to any particular subdivision thereof.
(JP 1-02)
executive agent. A term used to indicate a
delegation of authority by the Secretary of integration. 1. In force protection, the
Defense to a subordinate to act on the synchronized transfer of units into an
Secretary’s behalf. An agreement between operational commander’s force prior to
equals does not create an executive agent. mission execution. 2. The arrangement of
For example, a Service cannot become a military forces and their actions to create
Department of Defense executive agent for a force that operates by engaging as a
a particular matter with simply the whole. 3. In photography, a process by
agreement of the other Services; such which the average radar picture seen on
authority must be delegated by the several scans of the time base may be

GL-7
Glossary
obtained on a print, or the process by which unified commander, in which a joint force
several photographic images are combined commander (normally a joint task force
into a single image. (This term and its commander) conducts military operations
definitions modify the existing term and to accomplish a specific mission. Joint
its definitions and are approved for operations areas are particularly useful
inclusion in the next edition of JP 1-02) when operations are limited in scope and
geographic area or when operations are to
joint. Connotes activities, operations, be conducted on the boundaries between
organizations, etc., in which elements of theaters. Also called JOA. (JP 1-02)
two or more Military Departments
participate. (JP 1-02) joint operations center. A jointly manned
facility of a joint force commander’s
joint doctrine. Fundamental principles that headquarters established for planning,
guide the employment of forces of two or monitoring, and guiding the execution of
more Military Departments in coordinated the commander’s decisions. Also called
action toward a common objective. It is JOC. (JP 1-02)
authoritative; as such joint doctrine will be
followed except when, in the judgment of joint staff. 1. The staff of a commander of a
the commander, exceptional circumstances unified or specified command, subordinate
dictate otherwise. It will be promulgated unified command, joint task force, or
by or for the Chairman of the Joint Chiefs subordinate functional component (when
of Staff, in coordination with the combatant a functional component command will
commands and Services. (JP 1-02) employ forces from more than one Military
Department), which includes members
joint force. A general term applied to a force from the several Services comprising the
composed of significant elements, assigned force. These members should be assigned
or attached, of two or more Military in such a manner as to ensure that the
Departments, operating under a single joint commander understands the tactics,
force commander. (JP 1-02) techniques, capabilities, needs, and
limitations of the component parts of the
joint force commander. A general term force. Positions on the staff should be
applied to a combatant commander, divided so that Service representation and
subunified commander, or joint task force influence generally reflect the Service
commander authorized to exercise composition of the force. 2. (capitalized
combatant command (command authority) as Joint Staff) The staff under the Chairman
or operational control over a joint force. of the Joint Chiefs of Staff as provided for
Also called JFC. (JP 1-02) in the National Security Act of 1947, as
amended by the Goldwater-Nichols
joint operations. A general term to describe Department of Defense Reorganization Act
military actions conducted by joint forces, of 1986. The Joint Staff assists the
or by Service forces in relationships (e.g., Chairman and, subject to the authority,
support, coordinating authority), which, of direction, and control of the Chairman, the
themselves, do not create joint forces. (JP other members of the Joint Chiefs of Staff
1-02) and the Vice Chairman in carrying out their
responsibilities. Also called JS. (JP 1-02)
joint operations area. An area of land, sea,
and airspace, defined by a geographic Joint Strategic Capabilities Plan. The Joint
combatant commander or subordinate Strategic Capabilities Plan (JSCP) provides

GL-8 JP 0-2
 Glossary
guidance to the combatant commanders command authority over a military force
and the Joint Chiefs of Staff to accomplish composed of elements from two or more
tasks and missions based on current nations. The extent of the multinational
military capabilities. It apportions force commander’s command authority is
resources to combatant commanders, based determined by the participating nations.
on military capabilities resulting from Also called MNFC. (JP 1-02)
completed program and budget actions and
intelligence assessments. The JSCP multinational operations. A collective term
provides a coherent framework for to describe military actions conducted by
capabilities-based military advice provided forces of two or more nations, usually
to the National Command Authorities. Also undertaken within the structure of a
called JSCP. (JP 1-02) coalition or alliance. (JP 1-02)

joint task force. A joint force that is mutual support. That support which units
constituted and so designated by the render each other against an enemy, because
Secretary of Defense, a combatant of their assigned tasks, their position
commander, a subunified commander, or relative to each other and to the enemy, and
an existing joint task force commander. their inherent capabilities. (JP 1-02)
Also called JTF. (JP 1-02)
National Command Authorities. The
Military Department. One of the President and the Secretary of Defense or
departments within the Department of their duly deputized alternates or
Defense created by the National Security successors. Also called NCA. (JP 1-02)
Act of 1947, as amended. (JP 1-02)
National Military Command System. The
Military Service. A branch of the Armed priority component of the Global
Forces of the United States, established by Command and Control System designed
act of Congress, in which persons are to support the National Command
appointed, enlisted, or inducted for military Authorities and Joint Chiefs of Staff in the
service, and which operates and is exercise of their responsibilities. Also
administered within a military or executive called NMCS. (JP 1-02)
department. The Military Services are: the
United States Army, the United States Navy, national military strategy. The art and
the United States Air Force, the United science of distributing and applying military
States Marine Corps, and the United States power to attain national objectives in peace
Coast Guard. (JP 1-02) and war. (JP 1-02)

multinational force. A force composed of national security strategy. The art and science
military elements of nations who have of developing, applying, and coordinating the
formed an alliance or coalition for some instruments of national power (diplomatic,
specific purpose. See also multinational economic, military, and informational) to
operations. (This term and its definition achieve objectives that contribute to national
modify the existing term and its definition security. Also called national strategy or grand
and are approved for inclusion in the next strategy. (JP 1-02)
edition of JP 1-02.)
national support element. Any national
multinational force commander. A general organization or activity that supports
term applied to a commander who exercises national forces that are a part of a

GL-9
Glossary
multinational force. Their mission is operational control. Command authority
nation-specific support to units and that may be exercised by commanders at
common support that is retained by the any echelon at or below the level of
nation. Also called NSE. (This term and combatant command. Operational control
its definition are approved for inclusion in is inherent in combatant command
the next edition of JP 1-02.) (command authority) and may be delegated
within the command. When forces are
nongovernmental organizations. transferred between combatant commands,
Transnational organizations of private the command relationship the gaining
citizens that maintain a consultative status commander will exercise (and the losing
with the Economic and Social Council of commander will relinquish) over these
the United Nations. Nongovernmental forces must be specified by the Secretary
organizations may be professional of Defense. Operational control is the
associations, foundations, multinational authority to perform those functions of
businesses, or simply groups with a command over subordinate forces
common interest in humanitarian assistance involving organizing and employing
activities (development and relief). commands and forces, assigning tasks,
“Nongovernmental organizations” is a term designating objectives, and giving
normally used by non-United States authoritative direction necessary to
organizations. Also called NGOs. (JP accomplish the mission. Operational
1-02) control includes authoritative direction over
all aspects of military operations and joint
objective. 1. The clearly defined, decisive, training necessary to accomplish missions
and attainable goals towards which every assigned to the command. Operational
military operation should be directed. 2. control should be exercised through the
The specific target of the action taken (for commanders of subordinate organizations.
example, a definite terrain feature, the Normally this authority is exercised through
seizure or holding of which is essential to subordinate joint force commanders and
the commander’s plan, or, an enemy force Service and/or functional component
or capability without regard to terrain commanders. Operational control normally
features). (This term and its definition are provides full authority to organize
provided for information only and are commands and forces and to employ those
proposed for inclusion in JP 1-02 by JP 3-0.) forces as the commander in operational
control considers necessary to accomplish
operational area. An overarching term assigned missions; it does not, in and of
encompassing more descriptive terms for itself, include authoritative direction for
geographic areas in which military logistics or matters of administration,
operations are conducted. Operational discipline, internal organization, or unit
areas include, but are not limited to, such training. Also called OPCON. (This term
descriptors as area of responsibility, theater and its definition modify the existing term
of war, theater of operations, joint and its definition and are approved for
operations area, amphibious objective area, inclusion in the next edition of JP 1-02.)
joint special operations area, and area of
operations. (This term and its definition Service component command. A command
are provided for information only and are consisting of the Service component
proposed for inclusion in JP 1-02 by JP commander and all those Service forces,
3-0.) such as individuals, units, detachments,

GL-10 JP 0-2
 Glossary
organizations, and installations under the supported commander. 1. The commander
command, including the support forces that having primary responsibility for all
have been assigned to a combatant aspects of a task assigned by the Joint
command, or further assigned to a Strategic Capabilities Plan or other joint
subordinate unified command or joint task operation planning authority. In the
force. See also component; functional context of joint operation planning, this
component command. (JP 1-02) term refers to the commander who prepares
operation plans or operation orders in
specified command. A command that has response to requirements of the Chairman
a broad, continuing mission, normally of the Joint Chiefs of Staff. 2. In the
functional, and is established and so context of a support command relationship,
designated by the President through the the commander who receives assistance
Secretary of Defense with the advice and from another commander’s force or
assistance of the Chairman of the Joint capabilities, and who is responsible for
Chiefs of Staff. It normally is composed of ensuring that the supporting commander
forces from a single Military Department. understands the assistance required. (This
Also called specified combatant command. term and its definition are provided for
(JP 1-02) information only and are proposed for
inclusion in JP 1-02 by JP 3-0.)
subordinate unified command. A
command established by commanders of supporting commander. 1. A commander
unified commands, when so authorized who provides augmentation forces or other
through the Chairman of the Joint Chiefs support to a supported commander or who
of Staff, to conduct operations on a develops a supporting plan. Includes the
continuing basis in accordance with the designated combatant commands and
criteria set forth for unified commands. A Defense agencies as appropriate. 2. In the
subordinate unified command may be context of a support command relationship,
established on an area or functional basis. the commander who aids, protects,
Commanders of subordinate unified complements, or sustains another
commands have functions and commander’s force, and who is responsible
responsibilities similar to those of the for providing the assistance required by the
commanders of unified commands and supported commander. (This term and its
exercise operational control of assigned definition are provided for information only
commands and forces within the assigned and are proposed for inclusion in JP 1-02
operational area. Also called subunified by JP 3-0.)
command. (JP 1-02)
tactical control. Command authority over
support. 1. The action of a force that aids, assigned or attached forces or commands,
protects, complements, or sustains another or military capability or forces made
force in accordance with a directive available for tasking, that is limited to the
requiring such action. 2. A unit that helps detailed direction and control of movements
another unit in battle. 3. An element of a or maneuvers within the operational area
command that assists, protects, or supplies necessary to accomplish missions or tasks
other forces in combat. (This term and its assigned. Tactical control is inherent in
definition modify the existing term and its operational control. Tactical control may
definition and are approved for inclusion be delegated to, and exercised at any level
in the next edition of JP 1-02.) at or below the level of combatant

GL-11
Glossary
command. When forces are transferred its definition are approved for inclusion in
between combatant commands, the the next edition of JP 1-02.)
command relationship the gaining
commander will exercise (and the losing transient forces. Forces which pass or stage
commander will relinquish) over these through, or base temporarily within, the
forces must be specified by the Secretary operational area of another command but
of Defense. Tactical control provides are not under its operational control. (This
sufficient authority for controlling and term and its definition modify the existing
directing the application of force or tactical term and its definition and are approved
use of combat support assets within the for inclusion in the next edition of JP 1-
assigned mission or task. Also called 02.)
TACON. (This term and its definition
modify the existing term and its definition unified action. A broad generic term that
and are approved for inclusion in the next describes the wide scope of actions
edition of JP 1-02.) (including the synchronization of activities
with governmental and nongovernmental
tactics. 1. The employment of units in agencies) taking place within unified
combat. 2. The ordered arrangement and commands, subordinate unified commands,
maneuver of units in relation to each other or joint task forces under the overall
and/or to the enemy in order to use their direction of the commanders of those
full potentialities. (JP 1-02) commands. (JP 1-02)

training and readiness oversight. The Unified Action Armed Forces. A

authority that combatant commanders may publication setting forth the policies,
exercise over assigned Reserve Component principles, doctrines, and functions
(RC) forces when not on active duty or governing the activities and performance
when on active duty for training. As a of the Armed Forces of the United States
matter of Department of Defense policy, this when two or more Military Departments
authority includes: a. Providing guidance or Service elements thereof are acting
to Service component commanders on together. Also called UNAAF. (JP 1-02)
operational requirements and priorities to
be addressed in Military Department unified command. A command with a broad
training and readiness programs; b. continuing mission under a single
Commenting on Service component commander and composed of significant
program recommendations and budget assigned components of two or more
requests; c. Coordinating and approving Military Departments, and which is
participation by assigned RC forces in joint established and so designated by the
exercises and other joint training when on President, through the Secretary of Defense
active duty for training or performing with the advice and assistance of the
inactive duty for training; d. Obtaining and Chairman of the Joint Chiefs of Staff. Also
reviewing readiness and inspection reports called unified combatant command. (JP
on assigned RC forces; and e. Coordinating 1-02)
and reviewing mobilization plans
(including post-mobilization training Unified Command Plan. The document,
activities and deployability validation approved by the President, which sets forth
procedures) developed for assigned RC basic guidance to all unified combatant
forces. Also called TRO. (This term and commanders; establishes their missions,

GL-12 JP 0-2
 Glossary
responsibilities, and force structure; United States Armed Forces. Used to
delineates the general geographical area of denote collectively only the regular
responsibility for geographic combatant components of the Army, Navy, Air Force,
commanders; and specifies functional Marine Corps, and Coast Guard. See also
responsibilities for functional combatant Armed Forces of the United States. (JP 1-
commanders. Also called UCP. (JP 1-02) 02)

GL-13
Glossary

Intentionally Blank

GL-14 JP 0-2
 JOINT DOCTRINE PUBLICATIONS HIERARCHY
JP 1

JOINT
WARFARE

JP 0-2

UNAAF

JP 1-0 JP 2-0 JP 3-0 JP 4-0 JP 5-0 JP 6-0

PERSONNEL INTELLIGENCE OPERATIONS LOGISTICS PLANS C4 SYSTEMS

All joint doctrine and tactics, techniques, and procedures are organized into a comprehensive hierarchy as
shown in the chart above. Joint Publication (JP) 0-2 is in the capstone series of joint doctrine
publications. The diagram below illustrates an overview of the development process:

STEP #1
Project Proposal
STEP #5 ! Submitted by Services, CINCs, or Joint Staff STEP #2
Assessments/Revision to fill extant operational void Program Directive
! The CINCs receive the JP and ! J-7 validates requirement with Services and
begin to assess it during use CINCs ! J-7 formally staffs with
Services and CINCs
! 18 to 24 months following ! J-7 initiates Program Directive
publication, the Director, J-7, ! Includes scope of
will solicit a written report from project, references,
the combatant commands and milestones, and who will
Services on the utility and develop drafts
quality of each JP and the
need for any urgent changes or ! J-7 releases Program
earlier-than-scheduled Directive to Lead Agent.
revisions Lead Agent can be
Service, CINC, or Joint
! No later than 5 years after Staff (JS) Directorate
development, each JP is
revised
Project
Proposal

Assess-
Program
ments/
Directive
Revision
ENHANCED
JOINT JOINT
WARFIGHTING DOCTRINE
CAPABILITY PUBLICATION

CJCS Two
Approval Drafts

STEP #4 STEP #3
CJCS Approval Two Drafts
! Lead Agent forwards proposed pub to Joint ! Lead Agent selects Primary Review
Staff Authority (PRA) to develop the pub
! Joint Staff takes responsibility for pub, makes ! PRA develops two draft pubs
required changes and prepares pub for
coordination with Services and CINCs ! PRA staffs each draft with CINCs,
Services, and Joint Staff
! Joint Staff conducts formal staffing for
approval as a JP