Increasingly, participants include state and local agencies, additional US Government agencies and departments (e.g., Department of Homeland Security), coalition partners, IGOs such as the North Atlantic Treaty Organization, NGOs such as Doctors Without Borders and Cooperative for Assistance and Relief Everywhere, the United Nations (hereto referred to as the UN), and agencies of the host nation.

(JP 3-08 Vol I, Chapter I, 2. b.)

Photo: Members of the Federal Bureau of Investigation meet outside the Pentagon Building.

Photo: A US Army Colonel discusses a Federal Emergency Management Agency request with a Military Planner during an Army Joint Military Support to Civil Authorities Exercise.

Photo: Secretary of Defense Gates and Secretary of State Rice talk before testifying before the Senate Appropriations Committee.

Photo: Homeland Security Secretary Ridge briefs US Army personnel with the Weapons of Mass Destruction unit.

Photo: A doctor from the Centers for Disease Control and Prevention, briefs a group of health care providers from Project HOPE and US Navy medical personnel.

Photo: Meeting of the NATO Military Committee in Chiefs of Staff session

Photo: Cooperative for Assistance and Relief Everywhere (CARE) worker in Niger. © 2005/Evelyn Hockstein

Photo: United Nations (UN) compound in Iraq, during Operation IRAQI FREEDOM.

(JP 3-08 Vol I, Chapter I, 2. b. (1))

Each US, federal, state or local agency, IGO, and NGO brings its own culture, philosophy, goals, practices, and skills to the task of coordination. The military also brings its own organizational dynamics, characteristics, ideas, and values. This diversity is a strength of the interagency, IGO, and NGO process. ...

(JP 3-08 Vol I, Chapter I, 2. c.)

Despite potential philosophical and operational differences, all efforts must be coordinated to create an atmosphere of cooperation that ultimately contributes to national unity of effort.

(JP 3-08 Vol I, Chapter I, 2. d.)

Photo: A Major General of the Army Corps of Engineers talks with planners in the Regional Operations Center.

Photo: Indiana Lt. Gov. addresses media and military personnel during an exercise that tests the National Guard as first military responder in support of the governor and the state emergency management agency.

(JP 3-08 Vol I, Chapter I, 2. e.)

In executing national security policy, the National Security Council plays a critical role in overcoming bureaucracy and orchestrating interagency cooperation.

(JP 3-08 Vol I, Chapter I, 7. b.)

Photo: President George W. Bush meets with the National Security Council.

(JP 3-08 Vol I, Chapter I, 2. f.)

In accordance with Homeland Security Presidential Directive-5, a National Incident Management System and a National Response Plan are the responsibility of the Secretary of the Department of Homeland Security.

(JP 3-08 Vol I, Chapter I, 2. g.)

The National Incident Management System provides a consistent, nationwide approach for federal, state, and local governments to work effectively and efficiently together to prepare for, respond to, and recover from domestic incidents.

(JP 3-08 Vol I, Chapter I, 2. g. (1))

The National Response Plan will integrate US government domestic prevention, preparedness, response, and recovery plans into one all-discipline, all-hazards plan.

(JP 3-08 Vol I, Chapter I, 2. g. (2))

Photo: First Secretary of Homeland Security, Tom Ridge addresses an audience at a Coast Guard Air Station.

(JP 3-08 Vol I, Chapter I, 2. i.)

Photo: Gen. Abizaid, USCENTCOM, Commander is greeted by a Polish officer before a briefing at the camp.

Photo: Civic leaders tour the NORAD-USNORTHCOM Command Center at Peterson Air Force Base.

Relationships between the Armed Forces and other government agencies, IGOs, and NGOs should not be equated to the command and control of a military operation.

During combat operations such as DESERT STORM or in foreign humanitarian assistance operations such as PROVIDE COMFORT, DOD was the lead agency and was supported by other agencies.

When DOD is tasked to provide civil support, its forces perform in a supporting role. Whether supported or supporting, close coordination between the military and other non-DOD agencies is key.

(JP 3-08 Vol I, Chapter I, 4. a.)

Photo: Military and civilian officials gather to discuss U.S. military intervention in the Persian Gulf during Operation Desert Storm.

Photo: Kurdish refugees gather to receive food supplies from members of Marine Expeditionary Unit Service Support Group 24. The clinic, water station, and food supplies are part of Operation Provide Comfort.

Photo: Arkansas Army National Guard Sergeant talks with a Red Cross volunteer during the Hurricane Katrina relief effort.

Photo: Members of the Joint Task Force-Civil Support operation plans group conduct a briefing.

For additional information, refer to Joint Publication 3-57, Joint Doctrine for Civil-Military Operations, and Joint Publication 3-57.1, Joint Doctrine for Civil Affairs.

(JP 3-08 Vol I, Chapter I, 4. b.)

Photo: US Military personnel and local Iraqi civilians talk outside of the Civil Military Operations Center during Operation IRAQI FREEDOM.

(JP 3-08 Vol I, Chapter I, 5. a.)

The military tends to rely on structured decision-making processes ... and sophisticated command and control systems to coordinate and synchronize operations. Civilian agencies ... may not have the same degree of internal command and control as the US military.

... IGO and NGOs tend to coordinate because there is a perceived mutually supportive interest, not because of any formalized command and control. Close, continuous interagency and interdepartmental coordination and cooperation are necessary to overcome confusion over objectives, inadequate structure or procedures, and bureaucratic and personal limitations. Action will follow understanding.

(JP 3-08 Vol I, Chapter I, 5. b.)

Photo: An Army First Lieutenant, Assistant Non-Governmental Organization Cell, welcomes members of the International Red Cross, the first NGO to arrive at Baghdad International Airport, a primary base of operations for US military personnel, cargo and humanitarian airlift for Operation IRAQI FREEDOM.

Another significant difficulty is the determination of the lead federal agency for a given interagency activity.

Organizational differences exist between the military hierarchy and other US government departments and agencies, particularly at the operational level where counterparts to the geographic combatant commander seldom exist.

Further, overall lead authority in a complex contingency operation is likely to be exercised not by the geographic combatant commander, but by a US ambassador or other senior civilian, who will provide policy and goals for all US government agencies and military organizations in the operation.

(JP 3-08 Vol I, Chapter I, 6. a.)

Decision making at the lowest levels is frequently thwarted because field coordinators may not be vested with the authority to speak for parent agencies, departments, or organizations.

(JP 3-08 Vol I, Chapter I, 6. b.)

Photo: US Ambassador to Mozambique and the Commander, Joint Task Force Operation ATLAS RESPONSE, discuss the delivery of humanitarian relief supplies with local officials.

integration of multiple agencies with their diverse perspectives and agendas.

(JP 3-08 Vol I, Chapter I, 7. a.)

Interagency coordination processes tend to be bureaucratic and diffused, inhibiting the concentration of power within a small or select group of agencies. ...

(JP 3-08 Vol I, Chapter I, 7. b.)

Each agency has core values and legal requirements that it will not compromise. ... In any interaction, all participants must be constantly aware that each agency will continuously cultivate and create external sources of support and maneuver to protect its core values.

(JP 3-08 Vol I, Chapter I, 7. b. (1))

Individual agency perspective and agendas complicate policy development. Protection of their institutional prerogatives is oftentimes an important driver of the various US government agencies’ position, which may not always coincide with a common approach to international security issues.

(JP 3-08 Vol I, Chapter I, 7. b. (2))

Many bureaucracies try to standardize their operations but often fail to prepare for crisis management. Uncertainty increases in a crisis and it is likely that compromises will be made. Compromise may bring the sacrifice of power, security, or prestige. ...

Information can reduce uncertainty and increase an organization’s power. Thus, information equates to power in interagency coordination, as it provides those who possess it a decided advantage in the decision-making process.

(JP 3-08 Vol I, Chapter I, 7. b. (3))

At the national level, this consensus is usually attained by the National Security Council staff and usually results in an National Security Council committee meeting Statement of Conclusions, a nation security Presidential directive, or a political-military plan establishing the goals of an operation and establishing interagency responsibilities. The objective is to ensure all US government agencies clearly understand National Security Council policy objectives and subsequent responsibilities.

Some compromise that limits the freedom of individual agencies may be required to gain consensus. The greater the number of agencies and the more diverse the goals, the more difficult it is to reach consensus. ... Because a common unifying goal is so important, a great deal of time is spent on clarifying and restating the goals. ...

(JP 3-08 Vol I, Chapter I, 7. d.)

Photo: President Bush receives an update during a National Security Council meeting via video teleconference.

Photo: President Johnson meets with the National Security Council.

[For example,] IGOs and NGOs effectively conducted relief operations in Somalia and the ... Balkans in the 1990s with the security provided by the Armed Forces of the United States. [Likewise,] the Armed Forces of the United States cannot conduct a long-range deployment without Department of State securing overflight and en route basing agreements. ...

Ensuring that all organizations share the responsibility for the job and receive appropriate recognition strengthens these bonds of interdependence. ...

(JP 3-08 Vol I, Chapter I, 7. e.)

Photo: A Marine colonel addresses a group of Somalis during the multinational relief effort Operation RESTORE HOPE.

Photo: An airman assigned to a security police squadron stands with an M-60 in an armored personnel carrier during a security detail in downtown Tuzla, Bosnia-Herzegovina.

Photo: Air Force F-16s in flight near Zaragoza, Spain.

The combatant commander will also confront short-term operational objectives and coordinate with ambassadors, their country teams, multinational and interagency staffs, and task forces.

(JP 3-08 Vol I, Chapter I, 7. f.)

Photo: Secretary of Defense Gates and Chairman of the Joint Chiefs of Staff Gen. Peter Pace, right, are given a briefing by Lt. Gen. Karl Eikenberry.

Photo: Commander US Pacific Command, Fallon talks with a Captain commanding a medical treatment facility on a scheduled humanitarian mission.

(JP 3-08 Vol I, Chapter I, 8.)

Forge a Collective Definition of the Problem in Clear and Unambiguous Terms.

Differences in individual assumptions and organizational perspectives can often cloud a clear understanding of the problem. Appropriate representatives from relevant agencies, departments, and organizations, to include field offices, should be involved in planning from the outset. This may include the deployment of an interagency assessment team.

(JP 3-08 Vol I, Chapter I, 8. a.)

Understand the Objectives, End State, and Transition Criteria for Each Involved Organization or Agency. Commanders and decision makers should seek a clearly defined end state supported by attainable objectives and transition criteria. Not all agencies and organizations will necessarily understand or agree to clearly define the objective with the same sense of urgency or specificity of military planners.

(JP 3-08 Vol I, Chapter I, 8. b.)

Understand the Differences Between US National Objectives, End State and Transition Criteria and Those of IGOs and NGOs.

Although appropriate IGOs and NGOs may participate at some level in defining the problem, ultimately their goals and objectives are independent. ...

(JP 3-08 Vol I, Chapter I, 8. c.)

Establish a Common Frame of Reference.

Differences in terminology and — in the case of foreign organizations — the use of English as a second language complicate coordination. The meaning of the terms "safe zone" or "neutral" to a joint force commander may have completely different connotations to another agency representative. ... To mitigate this problem, commanders and their staffs must anticipate confusion and take measures to clarify and establish common terms with clear and specific usage. A good start is to provide common access to Joint Publication 1-02, Department of Defense Dictionary of Military and Associated Terms.

(JP 3-08 Vol I, Chapter I, 8. d.)

Develop Courses of Action or Options.

... Commanders and their staffs should focus on the military enabling capabilities that contribute to national security policy objective attainment and are part of the interagency plan of action. ... Open debate within the interagency, IGO, and NGO community facilitates the formulation of viable options. ... The military planner or commander’s voice will be but one among many at the interagency, IGO, and NGO table.

(JP 3-08 Vol I, Chapter I, 8. e.)

Capitalize on Experience.

Review the after-action reports and lessons learned using the joint and Services lessons learned systems, and the Office of the Coordinator for Reconstruction and Stabilization Essential Task Matrix, and the US Army Peacekeeping and Stability Operations Institute to assess proposed courses of action.

... agencies outside Department of Defense frequently have their own systems in place, which should be reviewed whenever possible to capitalize on operational experience.

(JP 3-08 Vol I, Chapter I, 8. f.)

Establish Responsibility.

A common sense of ownership and commitment toward resolution is achievable when all participants understand what needs to be done and agree upon the means to accomplish it. ... To receive proper reimbursement from other US government agencies or IGOs for materiel support, careful responsibility and accounting procedures should be established.

See Joint Publication 1-06, Joint Tactics, Techniques, and Procedures for Financial Management During Joint Operations.

(JP 3-08 Vol I, Chapter I, 8. g.)

Plan for the Transition of Key Responsibilities, Capabilities and Functions.

In most multi-agency operations, civilian organizations will remain engaged long after the military has accomplished its assigned tasks and departed the operational area. Therefore, prior to employing military forces, it is imperative to plan for the transition of responsibility for specific actions or tasks from military to nonmilitary entities.

... As campaign and operation plans and orders are developed, effective transition planning should ... be a primary consideration. Commanders and their staffs should anticipate the impact of transition on the local populace and other organizations.

(JP 3-08 Vol I, Chapter I, 8. h.)

Direct All Means Toward Unity of Effort.

Unity of effort in an operation ensures all means are directed to a common purpose. Because DOD will often be in a supporting role in this process, it may not be responsible for determining the mission or specifying the participating agencies. Appropriate organization, command and control, and most importantly an understanding of the objectives of the organizations involved are all means to build consensus and achieve unity of effort, regardless of role. ...

(JP 3-08 Vol I, Chapter I, 8. i.)

Commanders and their staffs should plan for public affairs activities to function in coordination with national-level communication initiatives. ...

(JP 3-08 Vol I, Chapter I, 9.)

Photo: Commander US Northern Command, General Renuart Jr. addresses an audience.

Photo: Tucker A. Eskew, Director, White House Office of Global Communications.

Photo: Secretary of Defense Gates and Chairman of the Joint Chiefs of Staff General Pace conduct a press conference.

Photo: US Navy captain answers questions from Indonesian media reporters during Operation UNIFIED ASSISTANCE.

While portions of this [course] are described in [various] Joint Publications, this material is brought together here to provide a common frame of reference that reflects all levels of interagency involvement.

(JP 3-08 Vol I, Chapter II, 1.)

The intent of [the National Security Act of 1947] was to assist the President with respect to the integration of domestic, foreign, and military policies relating to national security. ...

The National Security Council is a product of [the National Security Act of 1947].

(JP 3-08 Vol I, Chapter II, 2.)

The functions, membership, and responsibilities of the National Security Council ... were updated ... in ... [national security Presidential directive]-1, Subject: Organization of the National Security Council System.

(JP 3-08 Vol I, Chapter II, 3.)

... Together with supporting interagency working groups ..., high-level steering groups, executive committees, and task forces, the National Security Council System provides the foundation for interagency coordination in the development and implementation of national security policy.

The National Security Council is the President’s principal forum for considering national security and foreign policy matters with the administration’s senior national security advisors and cabinet officials. The Council also serves as the President’s principal arm for coordinating these policies among various government agencies.

(JP 3-08 Vol I, Chapter II, 3. b.)

Photo: President Truman signing the National Security Act Amendments of 1949.

Photo: President Bush Jr. meets with the National Security Council.

Photo: President Clinton meets with the National Security Council.

Photo: President Bush Sr. meets with the National Security Council regarding Iraq's invasion of Kuwait.

Photo: President Reagan meets with the National Security Council.

The Chief of Staff to the President and the Assistant to the President for Economic Policy are invited to attend any National Security Council meeting.

The Counsel to the President [is] consulted regarding the agenda of National Security Council meetings, and ... attend[s] ... when, in consultation with the Assistant to the President for National Security Affairs, he deems it appropriate.

The Attorney General and the Director of the Office of Management and Budget [are] ... invited to attend meetings pertaining to their responsibilities. For the Attorney General, this includes matters both within the jurisdiction of the Justice Department and concerning questions of law.

The heads of other executive departments and agencies, as well as other senior officials, [are] ... invited to attend meetings of the National Security Council when appropriate.

(JP 3-08 Vol I, Chapter II, 3. c.)

Photo: President George W. Bush meets with the National Security Council meeting.

Photo: President George W. Bush conducts a National Security Council meeting via teleconference.

(JP 3-08 Vol I, Chapter II, 3. d.)

Photo: President Ford meets with his National Security Council.

Photo: President George W. Bush and members of his national security team.

The [National Security Council System] is the channel for the Chairman to discharge substantial statutory responsibilities as the principal military advisor to the President, the SecDef, and the National Security Council.

The Chairman regularly attends National Security Council meetings and provides advice and views in this capacity. The other members of the Joint Chiefs of Staff may submit advice or an opinion in disagreement with that of the Chairman or ... in addition to the advice provided by the Chairman.

The Military Departments which implement but do not participate directly in national security policy-making activities of the interagency process are represented by the Chairman.

(JP 3-08 Vol I, Chapter II, 3. e.)

Photo: President George W. Bush, Secretary of Defense Donald H. Rumsfeld, and Chairman of the Joint Chiefs of Staff Marine Gen. Peter Pace prepare for a national security briefing.

Photo: Joint Chiefs of Staff during a hearing of the Senate Armed Services Committee.

This ... includes definition of command and interagency relationships. When combatant commands require interagency coordination, the Joint Staff, in concert with the Office of the Secretary of Defense, routinely accomplishes that coordination.

Within the Joint Staff, the offices of the Chairman, Secretary of the Joint Staff, and the Operations (J-3), Logistics (J-4), Plans and Policy (J-5), and Operational Plans and Joint Force Development Directorates are focal points for National Security Council-related actions.

The J-3 provides advice on execution of military operations, the J-4 assesses logistic implications of contemplated operations, and the J-5 often serves to focus DOD on a particular National Security Council matter for policy and planning purposes.

(JP 3-08 Vol I, Chapter II, 3. f.)

(JP 3-08 Vol I, Chapter II, 3. f.)

Photo: Chairman of the Joint Chiefs of Staff Gen. Pace talks with Adm. Fallon, commander of US Central Command; and Lt. Gen. Odierno, commander of Multinational Corps – Iraq.

As such, Department of Homeland Security is the lead federal agency for homeland security. Within DOD, the Assistant Secretary of Defense (Homeland Defense) was established within the office of the Under Secretary for Policy to provide overall direction and supervision for policy, program planning and execution, and allocation of DOD resources for homeland defense and civil support.

... The establishment of Assistant Secretary of Defense (Homeland Defense) was followed closely by a change in the Unified Command Plan that created the United States Northern Command.

US Northern Command’s missions include conducting operations to deter, prevent, and defeat threats and aggression aimed at the United States, its territories, and interest within the assigned area of responsibility (AOR); and, as directed by the President or SecDef, provide military assistance to civil authorities including consequence management operations.

For further guidance on civil support and homeland defense, see Joint Publication 3-26, Joint Doctrine for Homeland Security.

(JP 3-08 Vol I, Chapter II, 4.)

Photo: Assistant Secretary of Defense for Homeland Defense McHale receives a briefing about the capabilities of the Nuclear Biological Chemical-Special Medical Augmentation Response Team against a weapons of mass destruction attack.

(JP 3-08 Vol I, Chapter II, 4. a.)

Photo: President George W. Bush meets with the Homeland Security Council.

(JP 3-08 Vol I, Chapter II, 4. b.)

Photo: A petty officer stands guard near the Statue of Liberty.

Requests for assistance from another agency may be predicated on mutual agreements between agencies or stem from a Presidential designation of a federal disaster area or a federal state of emergency. The military typically only responds after the resources of other federal agencies, state and local governments, and NGOs have been exhausted or when specialized military assets are required.

(JP 3-08 Vol I, Chapter II, 4. c.)

Photo: Homeland Security Director, Michael Chertoff and the FEMA Deputy Director of Gulf Coast Recovery get briefed on the army’s Rapid Deployment and highly mobilized communications systems to be used in disasters.

Photo: Flooded roadways during Hurricane Katrina.

Photo: Hoisted toward a helicopter, a US Navy Petty Officer First Class, Search and Rescue Swimmer, retrieves a survivor of Hurricane Katrina from a rooftop in New Orleans, Louisiana.

In accordance with Homeland security Presidential directive-5, a National Response Plan ... develop[ed] by the Secretary Department of Homeland Security ... will integrate ... US Government domestic prevention, preparedness, response, and recovery plans into one all-discipline, all-hazards plan.

[Additionally], the Secretary of Homeland Security [is] to develop and administer a National Incident Management System. Under [the system], federal, state, and local governments prepare for, respond to, and recover from domestic incidents, irrespective of incident cause, size, or complexity. ...

(JP 3-08 Vol I, Chapter II, 4. d.)

Photo: Admiral Keating, commander of North American Aerospace Defense Command and US Northern Command, introduces Secretary of Homeland Security Ridge.

Photo: A Major General of the Army Corps of Engineers talks with a Colonel in the Regional Operation Center following Hurricane Dennis.

However, the Constitution of the United States, laws, regulations, policies, and other legal issues all affect the employment of the military in domestic operations. For this reason, requests should be coordinated with the supporting organization’s legal counsel or staff judge advocate.

...

(JP 3-08 Vol I, Chapter II, 4. e.)

With the exception of members of the US Coast Guard and members of the National Guard in state service, military personnel are normally prohibited under either the Posse Comitatus Act or DOD policy from direct participation in the execution of civil laws in the United States. Under the provisions of this act and DOD policy, military personnel are prohibited from:

(JP 3-08 Vol I, Chapter II, 4. e. 1.)

Photo: Michigan Army National Guardsmen speak to a Gulfport, Mississippi, resident during a night patrol.

Photo: An officer with Miami’s Special Investigation Section Narcotics Unit looks on as Sailors, Coast Guardsmen, and agents from the Drug Enforcement Agency unload nine tons of cocaine.

Photo: Soldiers from the Oklahoma National Guard string razor wire along a fence on Oklahoma Air National Guard Base, Tulsa International Airport.

Photo: A Pensacola, Florida policeman stands watch on a highway during Hurricane Dennis.

(JP 3-08 Vol I, Chapter II, 4. e. 2.)

DOD capabilities may also be requested in support of civil law enforcement. DOD’s intelligence, surveillance, and reconnaissance capabilities, as well as other advanced capabilities like chemical detection, may likely result in increased requests for DOD assistance in the future, particularly to fight terrorism.

For more information, see Department of Defense directive 5525.5, DOD Cooperation with Civilian Law Enforcement Officials.

(JP 3-08 Vol I, Chapter II, 4. e. 3.)

Photo: An Army Sergeant guards the Spectrum during Olympic competition.

Photo: The Joint Service Color Guard line the steps of the Lincoln Memorial with state and territorial flags during the Inauguration Day.

Photo: Fireworks explode over the Washington and Lincoln Monuments during the fourth of July.

Photo: An US Air Force Captain operates a Predator Unmanned Aerial Vehicle.

Photo: An E-3 Sentry which contains a radar subsystem that permits surveillance from the Earth's surface up into the stratosphere, over land or water.

Photo: A Staff Sergeant collects samples of spilled powder at a simulated ambulance crash scenario at the Chemical Biological Radiological Nuclear Challenge exercise.

(JP 3-08 Vol I, Chapter II, 4. f.)

The supported combatant commanders are DOD principal planning agents and have the responsibility to provide joint planning and execution directives for peacetime assistance rendered by DOD within their assigned AORs.

(JP 3-08 Vol I, Chapter II, 4. f. (1))

Once a decision to employ military assets is made, the supported combatant commander uses the capabilities of each component to accomplish the mission. ... Frequently, the response will require nontraditional or innovative uses of military resources.

(JP 3-08 Vol I, Chapter II, 4. f. (2))

The defense coordinating officer works with the federal coordinating officer or principal federal official to integrate DOD efforts in support of the operation and serves as the on-scene military point of contact for the federal coordinating officer or principal federal official and principal representatives of other US government agencies and NGOs.

(JP 3-08 Vol I, Chapter II, 4. f. (3))

Photo: A defense coordinating officer updates his staff on the status of an exercise.

(JP 3-08 Vol I, Chapter II, 4. g.)

While DOD response to domestic emergencies is normally coordinated through the SecDef, the military may also respond when an interdepartmental memorandum of agreement is in effect. For example, the US Coast Guard, under an interdepartmental memorandum of agreement, is assured of a rapid deployment of oil containment and recovery equipment from the US Navy.

...

(JP 3-08 Vol I, Chapter II, 4. h.)

Photo: Homeland Security Secretary Ridge briefs US Army personnel with the Weapons of Mass Destruction unit.

Photo: Coast Guard members deploy oil containment boom during an oil spill.

(JP 3-08 Vol I, Chapter II, 4. i.)

... DOD support to lead federal agency crisis management involving the employment of chemical, biological, radiological, nuclear, or high-yield explosives devices includes measures to identify, acquire, and employ resources to anticipate, prevent, or resolve a threat or act of terrorism.

When a terrorist incident develops having a potential for military involvement, the DOD executive agent may dispatch military observers to the incident site, on mutual agreement between DOD and the FBI, to appraise the situation before any decision is made to commit military forces. The SecDef through the [Chairman] shall specifically authorize any dispatch of US counterterrorism forces as observers.

For more information, see Department of Defense directive 3025.12, Military Support for Civil Disturbance.

(JP 3-08 Vol I, Chapter II, 4. i. (1))

Photo: View of the Statue of Liberty and the the World Trade Center towers on the morning of September 11, 2001.

Photo: US Army and Air National Guard members assigned to the Ohio National Guard's Chemical, Biological, Radiological, Nuclear Enhanced Response Force Package practice extracting victims trapped in the rubble of a collapsed building.

Photo: An Army Maj. Gen. explains decontamination procedures to the Indiana Lt. Gov. as a civil support team processes a simulated casualty.

Photo: Fire fighters and military continue to battle smoldering fires and clean up the wreckage at the World Trade Center.

(JP 3-08 Vol I, Chapter II, 4. i. (2))

Photo: Neighborhood flooded as a result of Hurricane Katrina.

Photo: Satellite image of Hurricane Mitch.

Photo: Reservoir collapsed as a result of an earthquake.

Photo: Destruction following the 9/11 attacks.

Photo: Sailors load boxes of meals ready-to-eat onto a helicopter, during Hurricane Katrina relief operations.

Photo: A Track Hoe operated clears debris in support of Hurricane Katrina relief operations.

Photo: An Army Soldier and a USA Junior Reserve Officer Training Cadet transport a triage litter patient during Hurricane Katrina relief operations.

The SecDef must personally approve any request to assist law enforcement agencies in preplanned national events. Increased demand for DOD assets in support of law enforcement will require careful review during the planning phase to ensure that DOD support conforms to legal guidelines and does not degrade the mission capability of combatant commanders.

(JP 3-08 Vol I, Chapter II, 4. k.)

Photo: Michigan Army National Guardsmen speak to a Gulfport, Mississippi, police officer during a deployment to augment local law enforcement agencies and provide humanitarian assistance in support of Operation KATRINA RELIEF.

(JP 3-08 Vol I, Chapter II, 5.)

DOD support is generally provided in the form of assistance or augmentation of skills and resources to the Federal agency field office or to a state or local agency having responsibility for a particular activity.

(JP 3-08 Vol I, Chapter II, 5. c.)

Army and Air National Guard forces have primary responsibility for providing military assistance in all 50 states, Puerto Rico, Guam, the Virgin Islands, and the District of Columbia in civil emergencies, and are under the command of the state or territory adjutant general. ...

The Domestic Preparedness Program was established in 1997 and provided funding for DOD to train state and local first responders in 120 US cities in chemical, biological, radiological, nuclear and high-yield explosives training, access to federal assistance, and exercises.

(JP 3-08 Vol I, Chapter II, 5. c.)

Photo: President G.W. Bush and the Louisiana Governor participate in a briefing on Hurricane Rita at a FEMA Joint Field Office.

Photo: Department of Defense staff watch the noon briefing from the National Hurricane Center in the FEMA Region IV Regional Response Coordination Center.

Photo: National Guard troops in North Carolina and surrounding states provide disaster and humanitarian relief for thousands of people hit by Hurricane Floyd.

Photo: A Lt. Gen., Chief, National Guard Bureau, talks with a member of a National Guard chemical, biological, radiological, nuclear enhanced response force package team.

The state will usually designate a state coordinating officer ... to coordinate and integrate Federal and state activities. ...

(JP 3-08 Vol I, Chapter II, 5. d.)

... Installation commanders may respond immediately to a request from local or state governments to an emergency which may not be at the level to be a Presidentially declared emergency.

... This immediate response by commanders will not take precedence over their primary mission. Commanders should seek guidance through the chain of command regarding continuing assistance whenever DOD resources are committed under immediate response circumstances. ...

(JP 3-08 Vol I, Chapter II, 5. e.)

Photo: Tennessee State Emergency Operations Center

Photo: Entrances to an Air Base, Army Fort, Navy Base, and Marine Base.

External political-military relationships of DOD include:

(JP 3-08 Vol I, Chapter II, 6. a.)

Photo: State Department Building, Washington DC.

(JP 3-08 Vol I, Chapter II, 6. b.)

In a complex contingency operation, coordination between DOD and other US government agencies will normally occur within the National Security Council/Policy Coordination Committee and, if directed, during development of the political-military plan.

During lesser operations and operations not involving armed conflict, the combatant commander’s staff may deal directly with a chief of mission or members of the country team regarding issues that do not transcend the boundaries of the host nation. ...

(JP 3-08 Vol I, Chapter II, 6. c.)

Photo: US Army Gen. Craddock, commander, US European Command, attends a NATO Defense Ministerial meeting.

Photo: Members of the National Security Council meet at the Pentagon.

Photo: The US Ambassador to Singapore discusses his observations with Navy commanders during Operation Unified Assistance.

Composed of US government civilian and military experts accredited to the combatant commander ... the JIACG provides the combatant commander with the capability to collaborate at the operational level with other US government civilian agencies and departments. ... [JIACG] members participate in ... planning, and provide links back to their parent civilian agencies to help synchronize joint task force operations with the efforts of civilian US government agencies and departments.

(JP 3-08 Vol I, Chapter II, 6. d.)

... a campaign plan is an essential tool for laying out a clear, definable path linking the mission to the desired end state. ... Given the systematic military approach to problem solving and the usual predominance of resources, it is often the combatant commander who formally or informally functions as the lead organizer of many operations.

(JP 3-08 Vol I, Chapter II, 6. e.)

Photo: US Navy Adm. Fallon, commander of US Central Command, meets with Army Lt. Gen. Odierno, commander of Multinational Corps-Iraq.

Photo: Commander, US Southern Command, Adm. Stavridis speaks to officers.

Photo: General Renuart, commander, US Northern Command, gets a briefing the US Army North commanding general and members of his staff.

Photo: US Army Gen. Craddock, commander of US European Command, speaks to Deputy Secretary of Defense England and various regional commanders.

(JP 3-08 Vol I, Chapter II, 6. e. (1))

Photo: President Bush Jr. meets with the Joint Chiefs and Combatant Commanders

(JP 3-08 Vol I, Chapter II, 6. e. (2))

... Emergency action plans in force at every embassy cover a wide range of anticipated contingencies and crises and can assist the commanders in identifying COAs, options, and constraints to military actions and support activities. ...

Initial concepts of military operations may require revision based on feasibility analysis and consideration of related activities by IGOs or NGOs, particularly regarding logistics.

For example, primitive seaport and airport facilities may limit the ability to move massive amounts of supplies and constrain operations. Such information is frequently provided the country team that, in turn, may be in contact with relief organizations in country. ...

(JP 3-08 Vol I, Chapter II, 6. f.)

Photo: Maxi ambulances arrive at a US Marine camp during Operation PROVIDE COMFORT, an Allied effort to aid Kurdish refugees.

Photo: Refugees gather near supplies delivered by US military personnel during Operation PROVIDE COMFORT.

Photo: American citizens walk through a heavily guarded perimeter to board a US Marine Corps helicopter

during Operation SILVER WAKE, an evacuation of noncombatants from Albania.

Photo: American citizens board a US Marine Corps helicopter inside the US Embassy housing compound in Tirana, Albania during Operation SILVER WAKE.

Photo: US Embassy in Kigali, Rwanda.

Photo: A view of a tank landing ship tied up at West African port.

(JP 3-08 Vol I, Chapter II, 6. f. (1))

During campaign planning, the command should identify the target audiences to be reached. ... The desired end state, essential tasks leading up to the end state, and exit criteria must be clearly expressed to the US and international media in order to gain and maintain public understanding and support. US government agencies and organizations must determine and coordinate the best methods to communicate their messages to avoid contradicting each other and present the US government’s message coherently.

(JP 3-08 Vol I, Chapter II, 6. f. (2))

Photo: Adm. Stavridis, Commander, US Southern Command, meets with a reporter.

Photo: Adm. Keating, Commander of US Northern Command, addresses local, regional and national media.

Photo: Gen. Craddock, Commander, US Southern Command addresses the media at a press conference in Montevideo.

Photo: Gen. Renuart, Commander US Northern Command, talks with reporters.

For countries with which the US has no diplomatic relations, the embassy of a friendly country often accepts the duty of watching out for US affairs in the country....

(JP 3-08 Vol I, Chapter II, 7. a.)

The chief of mission's political role is important to the success of military operations involving the Armed Forces of the United States.

The chief of mission provides recommendations and considerations for crisis action planning directly to the geographic combatant commander and commander of a joint task force. ... the chief of mission [also] confers with the combatant commander regularly to coordinate US military activities with the foreign policy direction being taken by the US government toward the host country.

(JP 3-08 Vol I, Chapter II, 7. b.)

Photo: US Ambassador pays homage to victims of terror attacks at the US Consulate General in Mumbai, India.

Photo: US Ambassador to Jordan unveiled a plaque at a ceremony in Amman.

Photo: US Ambassador to Georgia speaks at a press conference.

Photo: US Ambassador to Mexico signs an agreement that will aid critically ill Mexican children.

The President with the advice and consent of the Senate appoints the ambassador. The ambassador has extraordinary decision making authority as the senior US government official on the ground during crises.

(JP 3-08 Vol I, Chapter II, 7. a. (1))

Photo: President George W. Bush meets with the Ambassador Designee to Iraq.

Photo: US Ambassador makes remarks at a swearing in ceremony as the new US Ambassador to Iraq.

Each embassy has an associated consular section, frequently located in the chancery, to provide services to US citizens and to issue visas to foreigners wishing to travel to the US.

(JP 3-08 Vol I, Chapter II, 7. a. (3))

The size or principal location of commercial activity in some countries necessitates the establishment of one or more consulates — branch offices of the mission located at a distance from the embassy. A consulate is headed by a principal officer. In addition to providing consular services, the consulate is the focal point of interagency coordination for the assigned consular district.

(JP 3-08 Vol I, Chapter II, 7. a. (4))

Photo: Artist’s rendering of the New Embassy Compound in Bamako, Mali.

Photo: US Embassy in Dar es Salaam, Tanzania.

Photo: US Consulate in Toronto, Canada.

Photo: US Consulate in Nogales, Sonora, Mexico.

Photo: US Consulate General in Jeddah, Saudi Arabia.

Photo: US Consulate in Instanbul, Turkey.

(JP 3-08 Vol I, Chapter II, 7. c.)

In almost all bilateral missions, DOD is represented on the country team by the US Defense Attaché’s Office and the security assistance organization.

The US Defense Attaché’s Office is an office of Service attachés managed by the Defense Intelligence Agency.

The security assistance organization ... oversees the provision of US military assistance to the host nation.

(JP 3-08 Vol I, Chapter II, 7. c. (2))

Photo: A US Ambassador and Embassy team meets with Ugandan President Museveni.

Photo: An embassy Country Public Affairs Officer addresses a press conference accompanied by other embassy representatives.

(JP 3-08 Vol I, Chapter II, 7. c. (2) (c))

Photo: US Ambassador to the United Arab Emirates observes as the Defense Attaché greets the Secretary of Defense.

The following [sections of this course] describe formal or informal ties between the United States and some of the largest of these regional and IGO security organizations.

The [US permanent representative to the United Nations] is assisted ... by a military assistant who coordinates appropriate military interests primarily with the UN Office for the Coordination of Humanitarian Affairs and UN Department of Peacekeeping Operations.

The UN normally conducts peace operations or foreign humanitarian assistance under the provisions of a resolution or mandate from the Security Council or the General Assembly. ... As with all military operations, UN mandates are implemented by US forces through orders issued by the SecDef through the Chairman. During such implementation, the political mandates are converted to workable military orders.

(JP 3-08 Vol I, Chapter II, 8. a. (1))

Photo: The United Nations General Assembly gathering prior to the start of a session.

Photo: Zalmay Khalilzad, Permanent Representative of the US to the United Nations, addresses the Security Council.

Photo: New York Army National Guard, escort a United Nations convoy into a town, during a peace operations training exercise.

Photo: Secretary of Defense Gates responds to questions during a press conference, while Chairman of the Joint Chiefs of Staff Gen. Pace looks on.

Some ‘peace building’ missions with small numbers of military observers are directed by UN Office for the Coordination of Humanitarian Affairs, [which] ... is a coordinating body that pulls together the efforts of numerous humanitarian/relief organizations and is the vehicle through which official requests for military assistance are normally made.

(JP 3-08 Vol I, Chapter II, 8. a. (2) (a))

Field level coordination is normally determined on an ad hoc basis,

depending on which relief organization is playing the major role. The UN Office of the High Commissioner for Refugees, the World Food Program, and UN Department for Peacekeeping Operations are often the logical candidates.

(JP 3-08 Vol I, Chapter II, 8. a. (2) (b))

Photo: Ban Ki-moon: Secretary-General of the United Nations.

Photo: Indonesian peacekeepers board an aircraft en route to Lebanon to support the United Nations Interim Force in Lebanon.

US forces may participate across a range of military operations in concert with a variety of US government agencies, military forces of other nations, local authorities, IGOs, and NGOs.

(JP 3-08 Vol I, Chapter II, 8. a. (2) (b))

Photo: A commanding General of a combined support force is presented the United Nations flag by a United Nations Emergency Service Branch Chief.

On a case-by-case basis, the President may place US forces participating in multilateral peace operations ... under the operational control ... of a competent UN commander for specific UN operations authorized by the Security Council.

[However,] the President retains and will never relinquish command authority over US forces. [In fact,] the greater the US military role, the less likely it will be that the United States will agree to have a UN commander exercise operational control over US forces.

Operational control for UN multilateral peace operations is given for a specific time frame or mission and includes the authority to assign tasks to US forces already deployed by the President and to US units led by US officers.

Within the limits of operational control, a foreign UN commander cannot change the mission or deploy US forces outside the operational area agreed to by the President. Nor may the foreign UN commander separate units, divide their supplies, administer discipline, promote anyone, or change their internal organization.

(JP 3-08 Vol I, Chapter II, 8. a. (2) (c))

Photo: Commander of a United Nations Command Security Battalion briefs President George W. Bush and the General, Commander in Chief, Republic of Korea-U.S. Combined Forces Command.

Photo: General, Commander in Chief United Nations Command/Combined Forces Command and Commander, United States Forces Korea, introduces the President.

Photo: French Joint Air Operations Commander salutes and reports "Mission complete" to General-Division Perret, the French High Level Working Group

Photo: The African Union Mission in Sudan Force Commander, shakes hands with UN peacekeepers.

Coordination of US efforts within NATO begins with the Presidential appointment of a permanent representative. Congress has authorized and regularly funds logistic support for elements of the armed forces deployed to NATO ... and permits cross-servicing agreements in return for reciprocal support.

Beyond day-to-day operations, training exercises, and logistics authorized by statute, employment of US military force with NATO requires Presidential action and may be subject to congressional review... .

(JP 3-08 Vol I, Chapter II, 8. b.)

(JP 3-08 Vol I, Chapter II, 9. c.)

... NGOs are frequently on scene before the US military and are willing to operate in high-risk areas. They will most likely remain long after military forces have departed. NGOs are independent, diverse, flexible, grassroots-focused, primary relief providers.

(JP 3-08 Vol I, Chapter II, 9. a.)

The capability, equipment and other resources, and expertise vary greatly from one NGO to another. NGOs are involved in such diverse activities as education, technical projects, relief activities, refugee assistance, public policy, and development programs. The sheer number of lives they affect, the resources they provide, and the moral authority conferred by their humanitarian focus enable NGOs to wield a great deal of influence within the interagency and international communities.

(JP 3-08 Vol I, Chapter II, 9. c.)

Photo: Cooperative for Assistance and Relief Everywhere (CARE) worker in Niger. © 2005/Evelyn Hockstein

Photo: Mission Aviation Fellowship airplane surrounded by villagers.

Photo: Non-food aid distribution in Baghlan, Afghanistan.

Photo: Uganda Rural Fund member provides medical assistance to a Ugandan child.

(JP 3-08 Vol I, Chapter II, 9. b.)

Whereas the military’s initial objective is stabilization and security for its own forces, NGOs seek to address humanitarian needs first and are often unwilling to subordinate their objectives to achievement of an end state which they had no part in determining.

(JP 3-08 Vol I, Chapter II, 9. e.)

While some organizations will seek the protection afforded by armed forces or the use of military transport to move relief supplies ... others may avoid a close affiliation with military forces ....

Any activity that strips an NGO’s appearance of impartiality, such as close collaboration with one particular military force, may well eliminate that organization’s primary source of security. NGOs may also avoid cooperation with the military out of suspicion that military forces intend to take control of, influence, or even prevent their operations. Commanders and their staffs should be sensitive to these concerns and consult these organizations...

(JP 3-08 Vol I, Chapter II, 9. e. (2))

Photo: A doctor from the Centers for Disease Control and Prevention, briefs a group of health care providers from Project HOPE and US Navy medical personnel.

Photo: A US Air Force Major, a nurse and a translator with the Red Cross ask a patient about her medical history.

Photo: A registered nurse with Project Hope a non-governmental organization, and a US Navy Lieutenant Commander discuss the sanitary conditions of a care facility at an with Turkish medical volunteers at Sumatra, Indonesia.

It is ... crucial to remember that ... the role of the armed forces should be to enable, not perform, IGO and NGO tasks. Military commanders and other decision makers should also understand that mutually beneficial arrangements between the armed forces and other organizations may be critical to the success of the campaign or operation plan.

(JP 3-08 Vol I, Chapter II, 9. f.)

Photo: Major General, commander of Joint Task Force, Operation Atlas Response, and the United Nations World Food Program representative Georgia Shaver, discuss the delivery of humanitarian relief supplies.

Photo: An Army civil affairs team meets with representatives of non-governmental organizations striving to increase humanitarian assistance to Afghanistan.

Photo: A Service member addresses members of a consortium of North American non-governmental organizations about chemical, biological, radiological, and nuclear hazards as part of a disaster response seminar.

(JP 3-08 Vol I, Chapter III, 1.a.)

(JP 3-08 Vol I, Chapter III, 1.a.)

In concert with the National Security Council, DOD, and Joint Staff, combatant commanders should:

(JP 3-08 Vol I, Chapter III, 1. b.)

For homeland defense missions the President, exercising his constitutional authority as Commander in Chief, authorizes military action to counter threats to and within the United States.

When conducting civil support missions, DOD will be in support of a lead federal agency. ... DOD will provide military assistance to the lead federal agency upon request by the appropriate authority and approval by SecDef.

Within the civil support mission area, circumstances may arise that fall into the realm of emergency and temporary non-emergency incidents. ... In emergency circumstances, such as managing the consequences of a terrorist attack, natural disaster, critical infrastructure protection, or other events, DOD could be asked to provide capabilities that other agencies do not possess or that have been exhausted or overwhelmed.

(JP 3-08 Vol I, Chapter III, 2. a.)

Photo: A member of the US Coast Guard’s Maritime Safety and Security Teams stands guard near the Brooklyn Bridge.

Photo: A US Navy Search and Rescue Swimmer, retrieves a survivor of Hurricane Katrina.

Photo: Department of Homeland Security Secretary and FEMA Deputy Director of Gulf Coast Recovery get briefed on the army’s Rapid Deployment and highly mobilized communications systems.

Under certain circumstances, military commanders are allowed to take necessary action under immediate response authority. Responses to requests from civil authorities prior to receiving authority from the President or chain of command are made when immediate support is critical to save lives, prevent human suffering, or to mitigate great property damage.

Under these circumstances, support elements must advise the DOD Executive Secretary.... and seek approval or additional authorizations. The Executive Secretary will notify SecDef, the Chairman, and any other appropriate officials.

(JP 3-08 Vol I, Chapter III, 2. b.)

Photo: Army Specialists stand guard at the Port of Anchorage.

Photo: Air Force personnel from Tinker Air Force Base work alongside civilian firefighters to remove rubble from the explosion site of the Federal Building in Oklahoma City.

SecDef [who has] authority for the conduct and execution of the homeland defense mission [and] ...retains approval authority for the use of forces, personnel, units, and equipment [for civil support missions].

Assistant Secretary of Defense for Homeland Defense [who] is responsible for the overall supervision of all DOD homeland defense and civil support activities, ensures internal coordination of DOD policy direction, assists SecDef in providing guidance, through Chairman, to combatant commanders ... and conducts coordination with the Department of Homeland Security.

Assistant Secretary of Defense for Special Operations and Low-Intensity Conflict [who] provides civilian oversight for combating terrorism...

Assistant Secretary of Defense for Reserve Affairs [who] is responsible for monitoring Reserve Component readiness [and] ... provides policy regarding the appropriate integration of Reserve and National Guard forces into homeland security response efforts.

Chairman of the Joint Chiefs of Staff [who] has numerous responsibilities relating to HS [which includes] advising the President and SecDef ...; assisting SecDef in implementing operational responses to threats or an act of terrorism; translating SecDef guidance into operation orders to provide assistance to the lead federal agency; ensur[ing] that homeland defense and civil support plans and operations are compatible with other military plans; assist[ing] combatant commanders in meeting their operational requirements for executing homeland defense missions and for providing civil support ....

Commander, North American Aerospace Defense Command [who is] responsible for aerospace control and aerospace warning for North America.

Commander, US Northern Command [who] has specific responsibilities for homeland defense and for assisting civil authorities. US Northern Command's mission is to conduct operations to deter, prevent, and defeat threats and aggression aimed at the United States, its territories, and interests within the assigned AOR and as directed by the President or SecDef, provide military assistance to civil authorities including consequence management operations. ...

Commander, US Pacific Command [who] is the supported commander within the designated [Pacific Command] AOR for homeland defense missions [and] is also responsible for planning for civil support operations within the AOR.

(JP 3-08 Vol I, Chapter III, 2. b.)

Photo: Secretary of Defense Gates reviews his notes as he walks down a hall.

Photo:Assistant Secretary of Defense for Homeland Defense McHale receives a briefing about the capabilities of the Nuclear Biological Chemical-Special Medical Augmentation Response Team.

Photo:Ambassador at Large (standing), the State Department's counterterrorism coordinator, looks on as Thomas O'Connell (left), assistant secretary of defense for special operations and low-intensity conflict, and Australia's secretary for the Department of Prime Minister and Cabinet, sign a memorandum of understanding promoting counterterrorism cooperation.

Photo: Assistant Secretary of Defense for Reserve Affairs, Thomas F. Hall speaks with members of the Hawaii National Guard.

Photo: Chairman of the Joint Chiefs of Staff Gen. Pace addresses senior leaders at US Pacific Command headquarters.

Photo: General Renuart, commander of North American Aerospace Defense Command and US Northern Command, meets with members of the 601st Air Operations Group at Tyndall AFB, Fla.

Photo: General Renuart, commander of North American Aerospace Defense Command and US Northern Command listens to a briefing in a National Guard public affairs rapid reaction team tent.

Photo: Commander, US Pacific Command, Adm. Keating, thanks a Marine for his service during his visit to USS Boxer.

(JP 3-08 Vol I, Chapter III, 2. c.)

The defense coordinating officer is likely the initial DOD representative on-site. The defense coordinating officer coordinates DOD support to civilian agencies ... Once DOD forces have been deployed, requests from civilian agencies are coordinated through the defense coordinating officer under the procedures delineated in the Federal response plan.

(JP 3-08 Vol I, Chapter III, 2. d.)

The joint task force provides personnel, equipment, and supplies to a disaster area. Through the defense coordinating officer, the joint task force is oriented on identifying tasks, generating forces, prioritizing assets against requirements, assisting federal and private agencies, and providing disaster response support to the local government based on Federal Emergency Management Agency mission assignments.

(JP 3-08 Vol I, Chapter III, 2. e.)

Photo: A defense coordinating officer updates his staff on the status of an exercise.

Photo: DOD staff watch the noon briefing from the National Hurricane Center in the FEMA Region IV Regional Response Coordination Center.

The [Interagency Planning Cell which] is activated upon receipt of the Chairman of the Joint Chiefs of Staff warning or alert order or at the direction of the combatant commander. The Interagency Planning Cell is established to provide timely advice to the supported combatant commander about the resources of other agencies in the relief effort. An Interagency Planning Cell will enable a coherent and efficient planning and coordination effort through the participation of interagency subject-matter experts. ...

...Liaisons provided to the lead federal agency and other US government agencies, as necessary, act as spokespersons for the combatant commander, to clarify operational concepts and terminology, and to assist in the assessment of military requirements. ...

Emergency Preparedness Liaison Officers. ... serve in major civil and military HQs that have primary responsibility for planning, coordinating, and executing military operations during disasters.

An [Interagency Information Bureau] at each echelon of command provides information to the public.

The standing joint force headquarters ... is a full-time, trained and equipped, joint command and control staff element. ... [It] enhances the combatant command’s options to quickly deter or mitigate a crisis and reduces the time required to establish a fully functional joint task force HQ within a combatant command’s AOR.

(JP 3-08 Vol I, Chapter III, 2. f.)

Photo: Members of a Joint Task Force-Civil Support operation plans group brief the principal federal official and other officials.

Photo: A videographer with the 1st Combat Camera Squadron documents a press conference held in the Joint Information Bureau.

(JP 3-08 Vol I, Chapter III, 3.)

Photo: Civil and military planners talk in a regional operations center.

Photo: A Vice Adm. Commander, Joint Task Force Lebanon in a discussion with US Ambassador to Lebanon.

Photo: US Southern Command's director for joint interagency partnering meets with a Navy Capt.

The supported combatant commander may deploy a Humanitarian Assistance Survey Team to acquire information for operation order development, to determine the capability of the agencies and organizations already operating in the crisis area, and to what extent military assistance is needed until humanitarian relief organizations or peacekeeping elements can marshal their resources. ...

... USAID['s] disaster assistance response team ... provides rapid response field presence to international disasters with specialists trained in a variety of disaster relief skills...

The supported combatant commander may establish a humanitarian assistance coordination center to assist with interagency coordination and planning. The humanitarian assistance coordination center provides the critical link between the combatant commander and other US government agencies, IGOs, and NGOs that may participate in an foreign humanitarian assistance operation. Normally, the humanitarian assistance coordination center is a temporary body that operates during ... early planning and coordination....

Once a civil-military operations center or civilian humanitarian operations center has been established by the lead relief agency, the role of the humanitarian assistance coordination center diminishes....

For further guidance on foreign humanitarian assistance, refer to JP 3-07.6, Joint Tactics, Techniques, and Procedures for Foreign Humanitarian Assistance.

(JP 3-08 Vol I, Chapter III, 3.)

A Logistics Readiness Center functions as the single point of contact for coordinating the timely and flexible logistic response into the AOR, relieving the joint task force of as much of this burden as possible.

As in domestic operations, the liaison section in foreign operations is crucial to coordination with US government, NGOs, and IGOs. A liaison section assists the combatant commander by providing a single forum for the coordination of military activities among multinational forces, other US government agencies, engaged IGOs and NGOs, the host nation and indigenous population.

(JP 3-08 Vol I, Chapter III, 3.)

Photo: Representatives from the UN, US Agency for International Development, the Office of Foreign Disaster Assistance and the Disaster Assistance Response Team, meet to discuss surveys of the needs of indigenous populations affected by a tsunami.

Photo: A Master Sgt. hands a box of school supplies to a school principal during a humanitarian assistance mission.

Photo: Air Force personnel work in the US Central Air Force's Logistics Readiness Center.

Photo: A Navy Lt. Cmdr. discusses a contract with several Iraqi civilian contractors at a meeting of the Fallujah Liaison Team.

... The National Security Council, either through the interagency committee system or via the political-military plan, designate[s] a lead government agency for the mission to ensure coordination among the various US government agencies. Combatant commanders and subordinate joint force commanders participate in the development of the political-military plan through the Joint Staff.

... Combatant commanders may also (and on all Chairman approved plans are directed to) utilize Annex V, "Interagency Coordination," of operation plans to request/consider interagency, IGO, and NGO activities and to provide guidance for incorporating the interagency, IGO, and NGO community into military operations. ... COAs developed by the combatant command staff should consider and incorporate relationships that have been developed with US government agencies, IGOs, and NGOs.

(JP 3-08 Vol I, Chapter III, 3. c.)

Photo: President Bush Jr. meets with the National Security Council.

Photo: General Gene Renuart, commander, US Northern Command, gets a close up look at the Department of Defense, Defense Support to Civil Authorities Automated Support System.

The joint force commander may establish a joint civil-military operations task force to meet a specific contingency mission or to support humanitarian, nation assistance operations, or a theater campaign of limited duration. There may be a requirement for civil affairs representation because of their professional knowledge of the functional issues involved, as well as their expertise in dealing with other US government agencies, IGOs, and NGOs.

For additional information on the joint civil-military operations task force, refer to Joint Publication 3-57, Joint Doctrine for Civil-Military Operations.

(JP 3-08 Vol I, Chapter III, 4.)

Photo: Adm. Stavridis, commander of US Southern Command, speaks with Soldiers and Airmen.

Photo: Members of Joint Task Force Lebanon attend the commander's update briefing in the Joint Operations Center.

Photo: Coalition Joint Civil Military Operations commander, along with local Afghan dignitaries cut the ribbon officially opening a rebuilt high school.

...The interagency, IGO, and NGO process requires the joint task force HQ to be especially flexible, responsive, and cognizant of the capabilities of US agencies, IGOs, the host nation, and NGOs. ... the joint task force HQ provide[s] an important basis for a unified effort, centralized planning and direction, and decentralized execution.

Depending on the type of contingency operation, the extent of military operations, and degree of interagency, IGO, and NGO involvement, the focal point for operational and tactical-level coordination with civilian agencies may occur at the joint task force HQ, the civil-military operations center, or the humanitarian operations center. ...

For further guidance on the forming and composition of a joint task force, refer to Joint Publication 5-00.2, Joint Task Force Planning Guidance and Procedures.

(JP 3-08 Vol I, Chapter III, 4.)

Photo: An Army Brigadier General speaks to the Iraqi NGO conference in Baghdad, Iraq.

Photo: A US Embassy spokesman gives the opening remarks at the Iraqi NGO conference in Baghdad, Iraq.

Photo: An Army First Lieutenant, Assistant NGO Cell, 3rd Infantry Division, Ft. Stuart, Georgia, welcomes members of the International Red Cross to Baghdad International Airport.

The assessment team should include sufficient expertise to realistically evaluate the political situation. The joint force commander should quickly establish a relationship with the US ambassador, the country team, and other US agency representatives in country. To the extent that other US government agencies are not present, consideration should be given to placing representatives of relevant US government agencies on the assessment team.

(JP 3-08 Vol I, Chapter III, 5. e.)

... In certain situations, interagency, IGO, and NGO coordination must be a top priority of the joint task force commander. It is especially important to not allow the situation to deteriorate.

(JP 3-08 Vol I, Chapter III, 5. c.)

In further analyzing the mission, ... how the regional strategy will affect joint force planning and operations in the projected joint operations area [should be considered].

(JP 3-08 Vol I, Chapter III, 5. d.)

Photo: US Ambassador to Pakistan, meets with a US Navy Rear Admiral to discuss the progress of earthquake relief efforts.

One of the most important ways to facilitate mutually beneficial information exchange with non-US government agencies is to establish clear guidelines to avoid over-classification of information and to declassify information as early as operational conditions permit. Commanders should consider local and organizational sensitivities to information-gathering activities by joint forces — especially those that may be interpreted as ‘intelligence collection.’ Additionally, commanders may consider providing communication equipment to IGOs and NGOs to allow for better information sharing.

(JP 3-08 Vol I, Chapter III, 5. e. (2))

Photo: A US Navy Rear Admiral, Commanding Officer of Combined Joint Task Force Horn of Africa, speaks with Dire Dawa Mayor during humanitarian efforts to help Ethiopia.

Photo: A Major and Captain from a Civil Affairs Battalion talk with Iraqi civilians at the neighborhood counsel hall.

Photo: An Army civil affairs team sergeant, clarifies information for a local reporter following a weekly Arab Advisory Council meeting.

Proximity to the American embassy or US diplomatic mission may enhance interagency, IGO, and NGO coordination. The joint task force HQ requires a sufficient power supply and communication lines to support operations and should provide a secure site for storage of classified information.

(JP 3-08 Vol I, Chapter III, 5. f.)

Photo: Joint Operations Center aboard USS Mount Whitney.

Photo: A emergency operation center during Hurricane Katrina.

Photo: Joint Operations Center for the Joint Force Headquarters - National Capital Region

Photo: United States Embassy in Malabo.

(JP 3-08 Vol I, Chapter III, 6. a.)

The [executive steering group] is composed of senior military representatives from the joint task force, principals of the embassy, the host nation, IGOs, and NGOs present in the joint operation area . It is the high-level outlet for the exchange of information about operational policies and for resolution of difficulties arising among the various organizations.

The executive steering group is charged with interpreting and coordinating strategic policy as defined by the political-military plan or other agreed political-military policy objectives. The executive steering group should either be co-chaired by the joint task force commander and ambassador or assigned outright to either individual, depending on the nature of the US mission. ...

(JP 3-08 Vol I, Chapter III, 6. b.)

Photo: A Lieutenant General, Commander, Combined Support Force speaks with media during a press conference during a multi-national humanitarian aid operation.

(JP 3-08 Vol I, Chapter III, 6. c.)

Photo: A Vice Adm., Commander, Joint Task Force, talks to a Marine Corps Brig. Gen.

A civil-military operations center is formed to:

(JP 3-08 Vol I, Chapter III, 6. d. (1))

... Despite its name, the civil-military operations center is a coordinating body and generally neither sets policy nor conducts operations. ...

(JP 3-08 Vol I, Chapter III, 6. d. (3))

Photo: US Military personnel and local Iraqi civilians talk outside of the Civil Military Operations Center located in Al Kut, Iraq.

Photo: Airmen prepare to give away toys and other items to Iraqi children at a Civilian Military Operations Center near Baghdad, Iraq.

(JP 3-08 Vol I, Chapter III, 6. d. (3))

... When a civil-military operations center is established, the joint task force commander should invite representatives of other agencies, which may include the following:

(JP 3-08 Vol I, Chapter III, 6. d. (2))

... A commander at any echelon may establish a civil-military operations center to facilitate coordination with other agencies, departments, organizations, and the host nation. More than one civil-military operations center may be established in an AOR or joint operation area ... and each is task-organized based on the mission.

(JP 3-08 Vol I, Chapter III, 6. d. (3))

... A joint force commander cannot dictate cooperation among engaged agencies. However, working together at the civil-military operations center on issues of security, logistic support, information sharing, communications, and other items, can build a cooperative spirit among all participants.

Political representatives in the civil-military operations center may provide the joint task force commander with avenues to satisfy operational considerations and concerns, resulting in consistency of military and political actions. ...

(JP 3-08 Vol I, Chapter III, 6. d. (6))

Photo: The governor of Ghazni province has a conversation with a Colonel, commander of CTF Thunder, and Lt. Colonel, CTF Thunder director of civil-military operations.

Photo: An interpreter listens intently to interpret the words of an elementary school principal for the director of the Civil-Military Operations Center.

Photo: A Lt. Col., director, Al Qaim regional Civil-Military Operations Center, discusses plans for sanitation reconstruction with two Iraqi officials through his interpreter.

(JP 3-08 Vol I, Chapter III, 6. d. (5))

For further guidance on civil-military operations center, refer to Joint Publication 3-57, Joint Doctrine for Civil-Military Operations.

Photo: US Military personnel and local Iraqi civilians talk outside of the Civil Military Operations Center located in Al Kut, Iraq.

The need for effective liaison is vital when a joint task force is deployed and operating in a complex contingency operation in conjunction with multinational forces. ...

Qualifications of a joint task force liaison officer assigned to a national or multinational operation include a solid knowledge of doctrine, force capabilities, language proficiency, regional expertise, and cultural awareness. ...

(JP 3-08 Vol I, Chapter III, 6. d. (8))

Photo: Marine Corps liaison officers and Turkish military officers plan the movement of relief supplies with a civilian contractor.

Photo: Vice Adm. Stufflebeem, commander of U.S. Sixth Fleet, speaks with foreign liaison officers.

Although the functions of the humanitarian operations center and civil-military operations center are similar, there is a significant difference. The civil-military operations center is established by and works for the joint task force commander. The humanitarian operations center is normally established under the direction of the government of the affected country or the UN ....

Humanitarian operations centers, especially those established by the UN, [have] no command or control authority [—] all members are ultimately responsible to their own organizations or countries. ...

The humanitarian operations center membership should consist of representatives from the affected country, the US embassy or consulate, joint force ..., Office of Foreign Disaster Assistance, UN, IGOs, NGOs, and any other major players.

The humanitarian operations center coordinates the overall US relief strategy, identifies logistic requirements for the various organizations, and identifies, prioritizes and submits requests for military support to appropriate agencies. ...

An end state goal of the humanitarian operations center should be to create an environment in which the host nation is self-sufficient in providing for the population’s humanitarian needs, and no longer requires external assistance.

For further information on HOC, refer to Joint Publication 3-07.6, Joint Tactics, Techniques, and Procedures for Foreign Humanitarian Assistance.

(JP 3-08 Vol I, Chapter III, 6. d. (9))

Photo: Humanitarian Operations Center, Liberia

National intelligence support team is a nationally sourced team composed of intelligence and communications experts from Defense Intelligence Agency, CIA, National Security Agency, National Geospatial-Intelligence Agency, and other intelligence community agencies as required. ...

... Managing the intelligence collection, analysis, production, and dissemination for a joint task force may be complicated by non-US government civilians, especially members of IGOs and NGOs, who may be sensitive to the perception that they are being used to gather intelligence. ...

[Additionally] procedures for control and disclosure of classified information, as practiced by DOD and other US government agencies, normally do not exist with IGOs and NGOs. Under United States Code, it is unlawful to disclose classified information to foreign governments without proper authorization. ...

Guidance for the disclosure of classified military information to foreign governments and international organizations is contained in Department of Defense directive 5230.11, Disclosure of Classified Military Information to Foreign Governments and International Organizations.

(JP 3-08 Vol I, Chapter III, 7. a.)

Photo: Electronic Warfare Specialists test signals aboard an RC-135 Rivet Joint reconnaissance aircraft to maintain the plane’s sophisticated intelligence gathering hardware.

Photo: US Ambassador to Mozambique and an Air Force Major General, Commander, Joint Task Force Operation ATLAS RESPONSE, discuss the delivery of humanitarian relief supplies with local officials and United Nations World Food Program members.

Other nations do not necessarily execute [force protection] in the same manner as the US military. ... [Additionally] special measures may be required for joint force personnel who must interact with local populations and NGOs. Unfamiliar procedures, lack of a common language, and differing operational terms of reference increase the risk to these joint force personnel.

Because US forces often assume the leadership role in multinational operations, joint force personnel can potentially be a greater target.

In addition to actions taken to prevent or mitigate hostile actions against the joint force, the joint force commander may provide security for other personnel and assets.

For further information on force protection, refer to JP 3-07.2, Joint Tactics, Techniques, and Procedures for Antiterrorism.

(JP 3-08 Vol I, Chapter III, 7. b.)

Photo: An Army Colonel, commander of a Stryker Brigade Combat Team speaks with Iraqi army soldiers through an interpreter to assess their force protection conditions.

Photo: A US Navy Lt. escorts Mexican Navy officers to observe drills during Exercise Seahawk 2006, a combined anti-terrorism and force protection training.

Photo: An Air Force Chief Master Sgt. dancing with children at the Aicha Bogoreh Center for the Protection of Mothers and Children in Djibouti City, Djibouti.

Photo: Navy Master-at-Arms 2nd Class conducts force protection training for Royal Thai Navy sailors.

Unity of effort is essential to coordinate logistic operations. ... The joint task force must establish movement priorities between joint task force requirements and those of other US government agencies, the country team, coalition or UN forces, NGOs, and any international joint logistic center, e.g., United Nations Joint Logistic Center. ...

(JP 3-08 Vol I, Chapter III, 7. c.)

Photo: Food being off-loaded from the lorries at the secondary store at Thange. © Canadian Baptist Ministries 2004

Photo: A Spanish Red Cross water purification trailer is taken off an MC-130H Combat Talon II during relief operations in Indonesia.

Photo: Sailors load boxes of Meals Ready-to-Eat onto a HH-60H Seahawk helicopter, during relief operations.

Photo: Army helicopter transports water as part of relief operations.

(JP 3-08 Vol I, Chapter III, 7. d.)

Photo: Navy Aerographers at a Naval Meteorological Center monitor current weather conditions.

(JP 3-08 Vol I, Chapter III, 7. e.)

Photo: Staff Judge Advocate work at their laptop computers in the Tactical Operations Center during Operation IRAQI FREEDOM.

... The joint force commander’s public affairs officer plays a major role in keeping US government agencies and NGOs informed on the capability and intent of the joint force.

(JP 3-08 Vol I, Chapter III, 7. f.)

Photo: Chief Photographer's Mate assigned to the Joint Information Bureau, talks with a member of Naval Construction Battalion 1 participating in a water well drilling project during the multinational relief effort Operation Restore Hope.

Photo: A Photographer's Mate 1st Class, from the Joint Information Bureau, interviews a marine technician at a water purification site during a multinational relief effort.

Locally-stationed IGO and NGO personnel are usually well-qualified individuals who understand the local culture and practices and have a comprehensive understanding of the needs of the people. ...

This kind of information is frequently not available through military channels. Therefore, it is important to not compromise the neutrality of the IGOs and NGOs and to avoid the perception by their workers that their organizations are part of an intelligence gathering mechanism.

(JP 3-08 Vol I, Chapter III, 8.)

Photo: US Secretary of State Powell talks with relief aid workers during a tour.

Photo: US Ambassador to Mozambique and an Air Force Major General, Commander, Joint Task Force Operation ATLAS RESPONSE, discuss the delivery of humanitarian relief supplies with local officials.

Combatant commanders should schedule interagency, IGO, and NGO coordination training as a part of routine training and exercise participation and as training for a specific complex contingency operation. ...

Interagency, IGO, and NGO coordination is also available to US NGOs through a consortium called InterAction which helps represent NGO interests at the national level. InterAction coordinates with various US government agencies and involves NGOs in realistic peace operations simulation conducted by the Joint Readiness Training Center. ...

Increasingly, interagency, IGO, and NGO training is also available through the senior Service schools... .

[Additionally,] The United Nations conducts training and education at various levels to improve the responsiveness, effectiveness, and efficiency of international humanitarian relief operations.

(JP 3-08 Vol I, Chapter III, 9.)

Photo: Military personnel discuss chemical, biological, radiological, and nuclear hazards in disaster response during a seminar for the US Office of Foreign Disaster Assistance, the Center of Excellence in Disaster Management and Humanitarian Assistance, and InterAction, a consortium of North America non-governmental organizations.

Photo: An instructor goes through his presentation on the Federal Response Plan and Response Operations to disasters resulting from terrorist attacks and other causes. during training sponsored by the Joint Interagency Civil Support Training Center.

Photo: Damage Controlmen prepare injured personnel for evacuation after a bomb explosion during a hands-on civilian-military interagency training exercise.

Photo: An instructor from the Santa Fosa Fire Department instructs U.S. Army Soldiers on urban search and extraction techniques during a joint and interagency emergency response exercise.

Image: Montage of images from the Joint Readiness Training Center

Photo: New York Army National Guard Soldiers observe negotiations between United Nations representatives and "rebel fighters" during peacekeeping training exercise.