2-25. Army operations typically focus on achieving the military end state that may include contributions to establishing nonmilitary conditions. Commanders explicitly describe the end state and its conditions for every operation. Otherwise, missions lack purpose, and operations lose focus. Successful commanders direct every operation toward a clearly defined, conclusive, and attainable end state (the objective). Most military operations require Army forces to consolidate gains to achieve a desired political end state, the exception being a punitive expedition.

3-32. Joint Task Force-Civil Support and the USARNORTH contingency command post can quickly form as a joint task force to command and control federal forces. The JFLCC, designated as the main supported effort, commands and controls federal military forces and joint task forces operating in small and medium scale DSCA missions

2-94. Army organizations rely on effective teams to complete tasks, achieve objectives, and accomplish missions. The ability to build and maintain effective teams throughout military operations is an essential skill for all Army commanders, staffs, and leaders.

1-25. Army special operations support global operations by providing forces trained and equipped to support the Commander, United States Special Operations Command and other combatant commanders’ efforts. Army special operations commanders employ their forces to execute precise, discreet, scalable missions and activities to prevent and deter conflict or to prevail in war. These missions and activities are executed in the context of national objectives related to assessment, shaping, active deterrence, influence, disruption, and threat neutralization.

8-29. Commanders should plan for consolidation areas early in the planning process and assign forces to the consolidation areas as soon as possible in order to allow combat forces to extend operations in the close and deep areas. A key component of this is requesting critical authorities to ensure effective application of such things as rules of engagement, direct liaison, cyberspace missions, and information operations. By smoothly transitioning consolidation areas to follow-on forces as close areas are secured, the commander enables combat forces in deep operations to maintain the initiative and maneuver without loss of momentum.

2-35. Commanders at all levels may use lines of operations and lines of effort to develop tasks and allocate resources. Commanders may designate one line as the decisive operation and others as shaping operations. Commanders synchronize and sequence related actions along multiple lines. Seeing these relationships helps commanders assess progress toward achieving the end state as forces perform tasks and accomplish missions.

command and control system – (DOD) The facilities, equipment, communications, procedures, and personnel essential for a commander to plan, direct, and control operations of forces pursuant to the missions assigned. (JP 6-0) Referenced in ATP 3-52.2. (Army) The arrangement of people, processes, networks, and command posts that enable commanders to conduct operations. (ADP 6-0)

2-1. Command is the authority that a commander in the armed forces lawfully exercises over subordinates by virtue of rank or assignment. Command includes the authority and responsibility for effectively using available resources and for planning the employment of, organizing, directing, coordinating, and controlling military forces for the accomplishment of missions. It also includes responsibility for health, welfare, morale, and discipline of assigned personnel.

3-50. Usually, USNORTHCOM will direct USARNORTH, as the standing JFLCC, to deploy a contingency command post or joint task force to provide command and control for federal forces conducting DSCA missions. The JFLCC is designated as the main supported effort. In a large response, separate joint task forces could be employed simultaneously, under operational control of the JFLCC. Should a catastrophic event occur, a corps headquarters could become the main supported effort, with the JFLCC under operational control of the Commander, USNORTHCOM. In that case, the JFLCC would set the theater and provide theater sustainment.

4-4. Depending on the situation and the threat, some protection tasks may be conducted for short or long durations, covering the course of several missions or an entire operation. The staff coordinates the commander’s protection priorities with vulnerability mitigation measures and clearly communicates them to—

1-36. Command is the authority that a commander in the armed forces lawfully exercises over subordinates by virtue of rank or assignment (JP 1). Command includes the authority and responsibility for effectively using available resources and for planning the employment of, organizing, directing, coordinating, and controlling military forces for the accomplishment of assigned missions. Command also includes responsibility for health, welfare, morale, and discipline of assigned personnel.

2-34. The AAMDC commander has several responsibilities. These include command of all subordinate Army AMD units; Army AMD coordinator for the land component and ARFOR; and deputy AADC (if designated). The AAMDC commander has overall responsibility for planning Army AMD operations in support of the JFC. The AAMDC task-organizes and assigns missions to subordinate brigades. The AAMDC has dedicated liaison teams able to deploy to a major theater. It provides elements to the joint force air component, joint force land component, and joint special operations task force to integrate AMD operations.

5-8. The J-2 coordinates with the theater special operations command communications system directorate of a joint staff (J-6) to obtain secure (sensitive compartmented information) voice and data communications with subordinate, supporting, and supported units. In some missions, a special operations joint task force or joint special operations task force is established; and in those cases, the task force J-2 functions in the same manner as the theater special operations command J-2.

7-183. In addition, the strength and composition of the reserve vary with the reserve’s contemplated missions, the forces available, the form of offensive maneuver selected, the terrain, and the risk accepted. The commander only needs to resource a small reserve to respond to unanticipated enemy reactions when detailed information about the enemy exists. Commanders should not constitute the reserve by weakening the decisive operation.

1-8. When performing DSCA tasks, military forces support a primary (or lead) civilian agency. The command of military forces remains within military channels, but missions begin as requests for assistance from the supported civil authorities. One of the biggest mistakes tactical commanders can make is to assume they need to take charge upon arrival at the scene of an incident. An incident is an occurrence, caused by either human action or natural phenomena that requires action to prevent or minimize loss of life or damage, loss of, or other risks to property, information, and/or natural resources (JP 3-28). Military forces operating freely within civilian jurisdictions risk upsetting the constitutional balance between civil authority, the military, and the private sector. Commanders should begin by viewing each domestic operational environment as an assortment of civil authorities, each with primacy in its jurisdiction.

1-106. Protection contributes to operational reach. Commanders anticipate how enemy actions and environmental factors might disrupt operations and then determine the protection capabilities required to maintain sufficient reach. Protection closely relates to endurance and momentum, and it contributes to the commander’s ability to extend operations in time and space. Commanders and staffs consider operational reach to ensure Army forces accomplish their missions before culminating. Commanders continually strive to extend operational reach.

1-71. Strategic leaders include military and civilian leaders at the major command through DOD levels. Strategic leadership guides and integrates multiple organizational level units that perform a wide range of functions. It influences several thousand to hundreds of thousands of people. These leaders allocate resources, communicate strategic vision, and prepare their commands and the Army itself for future missions. Strategic leaders shape Army culture by ensuring their directives, policies, programs, and systems are ethical, effective, and efficient.

civil affairs operations staff support – Planning and execution of civil affairs activities, civil affairs supported activities, and military government operations that are accomplished to enhance the commander’s understand decision making, and leadership in order to achieve unified action and to accomplish missions. (FM 3-57)

5-52. Forming effective, cohesive teams is often a leader’s first challenge working outside a traditional command structure. These teams may form from disparate groups unfamiliar with military customs and culture. Successful teams develop an infectious winner’s attitude. Problems are challenges rather than obstacles. Cohesive teams accomplish missions more efficiently than a loose group of individuals.

2-39. Commanders use judgment to determine how much authority to delegate to subordinates and how much they are able to decentralize execution. Commanders delegate authority and set the level of their personal oversight of delegated tasks based on their assessment of the skill and experience of their subordinates. When delegating authority to subordinates, commanders do everything in their power to set conditions for their success. Commanders allocate sufficient resources to their subordinates so their subordinates can accomplish their missions. Resources include people, units, services, supplies, equipment, networks, information, and time. Commanders allocate resources through task organization and established priorities of support.