staff duty regulation army

D-36. Providing instruction to units, officials (friendly, HN civil, or HN military), and the population on identifying, planning, and implementing programs to support civilian populations and strengthen HN internal defense and development. This task includes-. The support operations or materiel officer is the principal staff officer for coordinating logistics and combat health support. The veterinary officer is responsible for coordinating assets and activities concerning veterinary service within the command. Dislocated civilian and straggler control. The PM is responsible for planning, coordinating, and employing all organic, assigned, or attached military police assets. (See FM 100-14.). Casualty reporting, notification, and assistance. The chaplain is responsible for religious support operations. Tactical and criminal intelligence collecting and reporting. Providing coordination between the corps and the special operations command and control element, which may co-locate with the main CP. Staff members avoid interfering with the subordinate commander's responsibilities. Fire Support Coordinator. Supervising the development, training resource synchronization, evaluation, revision, defense, and execution of the command budget estimate and the program objective memorandum (POM). Command safety and occupational health program. Advising the commander on legal and moral obligations incurred from the long- and short-term effects (economic, environmental, and health) of military operations on civilian populations. Assessing adversary vulnerabilities, friendly capabilities, and friendly missions in EW terms. One piece of information alone may not be significant; however, when combined with other information from the common operational picture (COP), it may allow the commander to formulate an accurate commander's visualization and make an appropriate decision. D-126. This includes dislocated civilian operations, curfews, and movement restrictions. Personal staff officers work under the immediate control of, and have direct access to, the commander. Providing for the general officer's personal well-being and security, and relieving the general officer of routine and time-consuming duties. D-29. Receiving and accommodating visitors and augmentees. Presentations may take the form of briefings, written estimates, or staff studies. Providing air and missile attack early warning. Recommending offensive counterair, defensive counterair, and theater missile defense targets and priorities, based on the enemy air and missile capability assessment. Coordinating staff officers frequently designate members of their sections as action officers. Preparing risk assessments and recommending risk-reduction control measures for all operations. Developing annual non-OPTEMPO requirements. Exercising staff supervision and technical control over religious support throughout the command. The safety officer is responsible for coordinating safety activities throughout the command. During planning, commanders use these recommendations to select feasible courses of action (COAs) for further analysis. Coordinating and planning for scatterable-mine use (with the ENCOORD). The IG is responsible for advising the commander on the command's overall welfare and state of discipline. Planning and recommending integration of smoke and obscurants into tactical operations. %%EOF Staff members disseminate information using, among other media, briefings, electronic mail, staff papers, reports, and summaries. Ensuring safety of food and food sources. The G-1/AG (S-1) also serves as the senior adjutant general officer in the command. Providing family support at home station. D-38. Determining the adequacy of priorities for employing units. Coordinating with the FSCOORD and G-2 (analysis and control element) to identify opportunities for conducting effective EA. Although there are other members in the commander's personal staff, this section discusses only staff officers and the command sergeant major. D-79. Developing the EA mission tasking based on the C2 target list, and issuing the EA target list. Administration of discipline, law, and order (with the provost marshal [PM]), including absence without leave (AWOL), desertion, court-martial offenses, punishments, and straggler disposition. Under special conditions or missions, the commander may give the COS temporary command of a portion of the force. Supervising other personal staff members (secretaries, assistant aides, enlisted aides, and drivers). Within their fields of interest, staff members make recommendations regarding-, D-6. Staffs use this RI to maintain running estimates and produce progress reports for their commanders. Retasking and refocusing collection assets during execution (considering recommendations from the rest of the staff). Deploying civilian labor (with the civilian personnel officer). Staff members prepare a variety of written communications-particularly at division level and above, where operations rely primarily on written directives, reports, orders, and studies. The SOCOORD's responsibilities include-, D-117. Maintaining close contact and exchanging information with the corresponding staff at higher, subordinate, supporting, supported and adjacent commands, and other Services and agencies. Guidance concerning force capabilities, limitations, and employment. Planning and ensuring that deployed nonmilitary INFOSYS are open and nonproprietary, with commonly accepted standards and protocols that interoperate with military INFOSYS. ,7#���n�\C�HΚ!�:����b��'�¨�U�� Providing physical security guidance for commanders. a. Providing a terrain visualization mission folder to determine the effects of terrain on friendly and enemy operations. The PM is usually the senior military police officer in the command. How often can you be made to pull Army Staff Duty/CQ/Details by Regulation? The G-5 (S-5) is required at all echelons from battalion through corps, but authorized only at division and corps. Staff members determine the amount and type of training needed, and any evaluation requirements. Within their fields of interest, staff members fulfill the following specific IM tasks and activities: D-14. &KT��5ǩx���)E�G-k�y��(t�b��i~U��)*`;*5/��tI������v�M����U^����I2���옞���V@�N>s�N����� Monitoring movements on routes two echelons down. Once deployed, units below division level may be authorized an S-5. Specifically that after 20 weeks the following applies: At 20 weeks of pregnancy, the Soldier is exempt from standing at parade rest or attention for longer than 15 minutes. An MDO is authorized at corps and divisions. They do this case-by-case, depending on the commander's guidance or the nature of the task. Allocating organic and supporting resources to support PSYOP efforts. Providing information services, including publications, printing, distribution, and Freedom of Information Act material. Determining liaison requirements, establishing liaison information exchange requirements, and receiving liaison teams. Staff Planning and Supervision. The AMDCOORD is the senior ADA officer in the command and the commander of an ADA unit supporting IT. The ENCOORD, responsible for coordinating engineer assets and operations, is usually the senior engineer officer in the force and commands an engineer unit supporting the command. Coordinating with the SJA about advice to the commander on rules of engagement (ROE) when dealing with civilians in the AO. The PSYOP officer is responsible for synchronizing PSYOP operations with those of other IO elements and echelons. Helping the G-6 determine electronic protection requirements. Coordinating and directing terrain management. Good staff coordination requires personal initiative, a spirit of cooperation, and the genuine interest of each staff member. Requesting support for higher and adjacent unit intelligence collection, processing, and production. If the command has no SOO assigned, an ARSST is often placed OPCON to it. If a special staff officer is not assigned, the officer with coordinating staff responsibility for the field of interest assumes those functional responsibilities. Coordinating equipment recovery and evacuation operations (with the support command). The commander establishes guidelines or gives guidance on when a personal staff officer informs or coordinates with the COS (XO) or other staff members. A transportation officer is authorized at corps (CTO) and divisions (DTO). Developing the ammunition required supply rate (RSR) (with the G-2 and G-4). They use reports and summaries extensively to provide information to higher, subordinate, supporting, supported, and adjacent commands. The SWO is an Air Force officer or noncommissioned officer who leads a combat weather team of two or more personnel. Monitoring the sanitation of food storage facilities and equipment. The ACOS, G-3 (S-3) is the principal staff officer for all matters concerning training, operations and plans, and force development and modernization. Managing the intelligence process to produce and disseminate intelligence to meet the commander's and other users' requirements in a timely manner, and to support distributed intelligence production and intelligence reach based on the unit area of intelligence responsibility. Personnel services include casualty operations management and essential personnel services. Providing integrated and independent progress and statistical reports and analyses of command programs. Staff members are not merely data collectors and transmitters. Treatment and disposition of enemy defectors and enemy prisoners of war (EPWs), civilian internees, and detainees, determined by the G-5. Supervising the targeting and other cross-FLOT (forward line of own troops) planning cells. Any help is appreciated. Monitoring aviation flying-hour, standardization, and safety programs. The COS frees the commander from routine details of staff operations and passes pertinent data, information, and insight from the staff to the commander and from the commander to the staff. Staffs prepare and issue plans and orders to execute their commanders' decisions, coordinating all necessary details. Establishing and maintaining flexible intelligence architecture during normal garrison activities. They candidly and objectively present alternatives, clearly explaining advantages and disadvantages of each. A CHEMO is authorized at every echelon, from battalions through corps. Failure to maintain running estimates may lead to errors or omissions that result in flawed plans or bad decisions. Establishing criteria for reconstitution operations. Predicting downwind vapor hazard and fallout patterns, and their probable effects on operations. (ATO and ACO information is normally received electronically through the Army Battle Command System (ABCS), which receives it from the Theater Battle Management Core System. Planning and supervising construction, maintenance, and repair of camps and facilities for friendly forces, EPWs, and civilian internees. Coordinating field artillery survey and meteorological support. Ensuring that IDM meets the command's IM requirements. Monitoring the staff's discipline, morale, and operational readiness. The IG is a confidential adviser to the commander. Support to Security Programs. Assessing the effects of collection by maintaining requirements visibility, asset visibility, and ISR assessment capability. document.cookie = "__adblocker=" + (adblocker ? The rank of the aide-de-camp depends on the rank of the general officer. IM includes RI and INFOSYS functions. Coordination by staff members includes-. Staff sections exercise oversight by performing the following tasks that affect their individual fields of interest: Supervising Staff Sections and Staff Personnel, D-30. Developing and recommending a planned or programmed force structure. D-44. Coordinating with the commander, COS (XO), and G-6 (S-6) to establish, oversee, and supervise battle staff IM activities of the CP. Recommending fire support coordinating measures to support current and future operations; managing changes to them. Providing expertise to other staff sections on special forces, ranger, and special operations aviation employment, doctrine, and TTP. Informing soldiers, family members, and DOD civilians of their rights under the Privacy Act, OPSEC responsibilities, and roles as implied representatives of the command when interacting with news media. %PDF-1.4 %���� Identifying specified and implied tasks needed to accomplish the mission. Quality-of-life programs, including assessing morale and recommending programs to enhance it. Preparing the intelligence annex to plans and orders, and the intelligence estimate. 0000001462 00000 n Determining workload requirements and assessing status of their organizations. Developing, maintaining, and revising troop lists. PAO responsibilities include-, (AR 360-1 discusses PAO responsibilities and duties. Planning, coordinating, and managing chemical and radiological survey and monitoring operations. Corps and divisions are authorized a dental surgeon. If no PSYOP officer is assigned, the commander of an attached PSYOP support element may assume the PSYOP officer's responsibilities. The ACOS, G-1/AG (S-1) is the principal staff officer for all matters concerning human resources support (military and civilian). D-12. Serving as the command representative for all communications with external media. ), D-94. This section outlines the responsibilities and duties of the chief of staff (executive officer) and individual staff officers. This 1SG is not buying or entertaining nothing and rather see in black/white before dropping off the list. Identifying requirements for additional units, personnel, equipment, or support. Figure D-1. Recommending OPSEC measures, based on weighing the risks to the mission against the cost of protection. The COS monitors their combat readiness status and directs actions to posture subordinate units. G-6 (S-6) responsibilities related to IM include-. Organization for combat, resource allocations, and command and support relationships. 2 FM 6-0, C2 Headquarters Department of the Army Washington, DC, April 2016 Commander and Staff Organization and Operations 1. Postal operations management, which involves operational and technical control, including EPW mail services. Helping the G-2 (S-2) monitor the weather support mission, identify responsibilities, and resolve weather support deficiencies. NETOPS includes network management (NM), information dissemination management (IDM), and information assurance (IA): D-77. Current command SOPs and, specifically, the internal SOP for the staff member's field of interest. Advising how operations affect the public health of personnel and the indigenous populations. They seek to identify problems affecting their fields of interest or the entire command. If the subordinate commander misunderstands the higher commander's orders, staff members provide additional information and guidance to the subordinate commander or staff. The ACOS, G-2 (S-2) exercises coordinating staff responsibility over the staff weather officer. Assessing weather and terrain data to determine if environmental factors favor enemy use of weapons of mass destruction or, at corps level, friendly use of nuclear weapons. Managing the organization and administration of the headquarters. Ensuring that redundant communications means are planned and available to pass time-sensitive information. Collecting and maintaining records, such as, staff journals, plans and orders, and after-action reports. Emergency food, shelter, clothing, and fuel for local civilians. Managing and controlling information network capabilities and services. Administering and monitoring the unit NCO development program and sergeant's time training. Identifying and helping solve systemic problems. G-7 (S-7) responsibilities related to targeting include-. Ensure a thorough understanding of the commander's intent.

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