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This publication provides fundamental principles and guidance for
providing bulk petroleum and water in support of US military
operations. This publication has been prepared under the direction
of the Chairman of the Joint Chiefs of Staff. It sets forth
doctrine to govern the joint activities and performance of the
Armed Forces of the United States in joint operations and provides
the doctrinal basis for interagency coordination and for US
military involvement in multinational operations. It provides
military guidance for the exercise of authority by combatant
commanders and other joint force commanders (JFCs) and prescribes
joint doctrine for operations, education, and training. It provides
military guidance for use by the Armed Forces in preparing their
appropriate plans. It is not the intent of this publication to
restrict the authority of the JFC from organizing the force and
executing the mission in a manner the JFC deems most appropriate to
ensure unity of effort in the accomplishment of the overall
objective. Doctrine and guidance established in this publication
apply to the commanders of combatant commands, subunified commands,
joint task forces, and subordinate components of these commands.
These principles and guidance also may apply when significant
forces of one Service are attached to forces of another Service or
when significant forces of one Service support forces of another
Service. The guidance in this publication is authoritative; as
such, this doctrine will be followed except when, in the judgment
of the commander, exceptional circumstances dictate otherwise. If
conflicts arise between the contents of this publication and the
contents of Service publications, this publication will take
precedence for the activities of joint forces unless the Chairman
of the Joint Chiefs of Staff, normally in coordination with the
other members of the Joint Chiefs of Staff, has provided more
current and specific guidance. Commanders of forces operating as
part of a multinational (alliance or coalition) military command
should follow multinational doctrine and procedures ratified by the
United States. For doctrine and procedures not ratified by the
United States, commanders should evaluate and follow the
multinational command's doctrine and procedures, where applicable
and consistent with US law, regulations, and doctrine.
The term "quarters" is described in old military regulations as
buildings assigned to house military personnel. Our family has been
fortunate to enjoy some of the oldest and finest quarters on
military posts across the United States. With each move, we have
found neighbors, surroundings, and history to amplify the
experience and help transform our assigned quarters from a building
to a family home. This is certainly true here at Quarters Six on
Grant Avenue at Fort Myer. Quarters Six at Joint Base
Myer-Henderson Hall, the official residence of the Chairman of the
Joint Chiefs of Staff, sits atop Arlington Heights overlooking
Washington, DC. When completed in December 1908, the original
structure was designed as a duplex housing the families of two
lieutenants. As time passed, particularly during expansion of the
Army in World War II, the quarters and other homes along Grant
Avenue were occupied by increasingly senior officers and eventually
became known as "Generals' Row." Regretfully, many of the early
administrative records for Fort Myer were consumed in celebratory
bonfires following the Allied victories over Germany and Japan in
1945. Although this destroyed much of our knowledge of those who
lived in Quarters Six prior to that date, evidence suggests that
Major George S. Patton, Jr., lived there from 1921 to 1923, while
commanding a squadron of the famous 3rd Cavalry Regiment. Other
notable residents following World War II include Major General Ira
C. Eaker, who lived there from 1945 to 1947, while serving as
deputy commander of the Army Air Forces and chief of the Air Staff,
and Lieutenant General George H. Decker, who lived there from 1950
to 1955, while serving as Comptroller of the Army. Five years
later, Decker became the Army Chief of Staff and occupied Quarters
One, situated at the head of Grant Avenue. When established as the
home of the Chairman of the Joint Chiefs of Staff in 1962, Quarters
Six was reconfigured as a one-family residence consisting of 34
rooms. General and Mrs. Lyman Lemnitzer were the first to occupy
the remodeled quarters, and since then all but one of the Chairmen
have lived there. For over one hundred years-in times of peace and
war-the residents of Quarters Six have played a leading role not
only in the military but also in national life. To recognize their
significance, Quarters Six and the other dwellings along Grant
Avenue were designated a National Historic District in 1972.
Throughout this stately home, occupants and visitors are reminded
of the unique heritage and tradition of this special place. Upon
entering the foyer, the visitor sees a residency plaque accompanied
by a companion image of each former Chairman. We feel a special
affinity for General Lyman Lemnitzer, the 4th Chairman of the Joint
Chiefs of Staff and the first to occupy these quarters. This year,
we celebrate the 50th anniversary of 110 Grant Avenue as the home
of the Chairman. Shaded by handsome trees, the grounds and
unmatched vistas of Washington from these hills above the Potomac
are a beautiful setting year round. A newspaper account from July
12, 1888, describes a residence that once stood here. "It would be
impossible to imagine a more delightful home than on this high
plateau commanding on every side views that are magnificent in
their scope." We have been assisted by many knowledgeable people as
we have made Quarters Six the Dempsey home. I want to especially
recognize and thank Debbie Biscone, who was a huge help in
decorating the quarters. We also appreciate the dedication of the
Joint Staff historians and are especially grateful to former
occupants for taking the time to share their memories. With this
edition, we acknowledge this home's unique status as a national and
institutional landmark, and more significantly, we remember the
families who have lived here over the past half century-it is their
legacy we celebrate.
This publication provides joint doctrine and information for the
planning, preparation, and execution of legal support to joint
military operations. This publication has been prepared under the
direction of the Chairman of the Joint Chiefs of Staff, and has
been reviewed favorably by the General Counsel of the Department of
Defense as the Chief Legal Officer of the Department. It sets forth
joint doctrine to guide the activities and performance of the Armed
Forces of the United States in operations and provides the
doctrinal basis for interagency coordination and for US military
involvement in multinational operations. It provides military
guidance for the exercise of authority by combatant commanders and
other joint force commanders (JFCs) and prescribes joint doctrine
for operations and training. It provides military guidance for use
by the Armed Forces in preparing their appropriate plans. This
publication is not intended to restrict the authority of the JFC in
organizing the force and executing the mission in a manner the JFC
deems most appropriate to ensure unity of effort in the
accomplishment of the overall objective. Joint doctrine established
in this publication applies to the comm anders of combatant
commands, subunified commands, joint task forces, subordinate
components of these commands, and the Services. The guidance in
this publication is authoritative; as such, this doctrine will be
followed except when, in the judgment of the commander, exceptional
circumstances dictate otherwise. If conflicts arise between the
contents of this publication and the contents of Service
publications, this publication will take precedence unless the
Chairman of the Joint Chiefs of Staff, normally in coordination
with the other members of the Joint Chiefs of Staff, has provided
more current and specific guidance. Commanders of forces operating
as part of a multinational (alliance or coalition) military command
should follow multinational doctrine and procedures approved by the
United States. For doctrine and procedures not approved by the
United States, commanders should evaluate and follow the
multinational command's doctrine and procedures, where applicable
and consistent with US law, regulations, and doctrine.
This publication, "Joint and National Intelligence Support to
Military Operations (Joint Publication 2-01)," provides doctrine
for joint and national intelligence products, services, and support
to joint military operations. It describes the organization of
joint intelligence forces and the national intelligence community,
intelligence responsibilities, command relationships, and national
intelligence support mechanisms. It provides information regarding
the fundamentals of intelligence planning, execution,
dissemination, and assessment and discusses how intelligence
supports the full range of joint and multinational operations.
Joint intelligence is produced by joint and Service intelligence
organizations and relies heavily on timely and integrated
intelligence afforded by national intelligence agencies. This join
t intelligence effort facilitates dominance in the information
environment, which permits successful conduct of operation s (i.e.,
information superiority). In order to accomplish this, intelligence
must provide the joint force commander (JFC) with as timely,
complete, and accurate understanding as possible of the operational
environment, particularly with regard to the adversary's forces,
capabilities, and intentions. Intelligence staffs must anticipate
and fully understand the intelligence requirements (IRs) of their
superior and subordinate commands and components, identify
intelligence capabilities and shortfalls, access theater and/o r
national systems to alleviate shortfalls, and ensure that timely
and appropriate intelligence is provided or available to the JFC
and subordinate commands and components. Commanders use
intelligence to anticipate the battle, visualize and understand the
full spectrum of the operational environment, and influence the
outcome of operations. Intelligence enables commanders at all
levels to focus their combat power and to provide full dimensional
force protection across the range of military operations. I n war,
intelligence focuses on enemy military capabilities, centers of
gravity (COGs), and potential courses of action (COAs) to provide
operational and tactical commanders the information they need to
plan and conduct operations. Today's operational environment
requires consideration of more than military factors and the
intelligence directorate of a joint staff (J-2) must be flexible in
its ability to integrate nonmilitary considerations into its
analysis. The J-2 must modify and tailor intelligence support to
meet the unique challenges presented in each operation. This
publication has been prepared under the direction of the Chairman
of the Joint Chiefs of Staff. It sets forth doctrine to govern the
joint activities and performance of the Armed Forces of the United
States in joint operations and provides the doctrinal basis for
interagency coordination and US military involvement in
multinational operations. It provides military guidance for the
exercise of authority by combatant commanders and other joint force
commanders (JFCs) and prescribes doctrine for joint operations and
training. It provides military guidance for use by the Armed Forces
in preparing their appropriate plans.
This publication provides joint doctrine for the conduct of
amphibious operations. This publication provides fundamental
principles and guidance to assist joint force commanders (JFCs),
their staffs, and supporting and subordinate commanders in the
planning, execution, and assessment of amphibious operations. An
amphibious operation is a military operation launched from the sea
by an amphibious force (AF), embarked in ships or craft with the
primary purpose of introducing a landing force (LF) ashore to
accomplish the assigned mission. An AF is an amphibious task force
(ATF) and an LF together with other forces that are trained,
organized, and equipped for amphibious operations. Amphibious
operations apply maneuver principles to maritime power projection
in joint and multinational operations. Amphibious operations can be
designed to achieve operation or campaign objectives in one swift
stroke; comprise the initial phase of a campaign or major operation
to establish a military lodgment; serve as a supporting operation
to deny the use of an area or facilities; to fix enemy forces and
attention; to outflank an enemy; or to support military engagement,
security cooperation, deterrence, humanitarian assistance, and
civic assistance. AFs provide the JFC with a tailored, mobile force
that is flexible enough to facilitate the entry of follow-on
forces, be the main or supporting effort, or accomplish a
coup-de-main. Amphibious operations take place across the range of
military operations and are categorized into five types: assaults,
raids, demonstrations, withdrawals, and amphibious support to other
operations. An amphibious assault involves the establishment of an
LF on a hostile or potentially hostile shore. An amphibious raid is
a type of amphibious operation involving swift incursion into or
temporary occupation of an objective followed by a planned
withdrawal. An amphibious demonstration is a show of force
conducted to deceive with the expectation of deluding the enemy
into a course of action (COA) unfavorable to it. An amphibious
withdrawal is the extraction of forces by sea in ships or craft
from a hostile or potentially hostile shore. This publication has
been prepared under the direction of the Chairman of the Joint
Chiefs of Staff. It sets forth joint doctrine to govern the
activities and performance of the Armed Forces of the United States
in joint operations and provides the doctrinal basis for
interagency coordination and for US military involvement in
multinational operations. It provides military guidance for the
exercise of authority by combatant commanders and other joint force
commanders (JFCs) and prescribes joint doctrine for operations,
education, and training. It provides military guidance for use by
the Armed Forces in preparing their appropriate plans. It is not
the intent of this publication to restrict the authority of the JFC
from organizing the force and executing the mission in a manner the
JFC deems most appropriate to ensure unity of effort in the
accomplishment of the overall objective. Joint doctrine established
in this publication applies to the Joint Staff, commanders of
combatant commands, subunified commands, joint task forces,
subordinate components of these commands, and the Services.
The Joint Publication 1-02, Department of Defense Dictionary of
Military and Associated Terms sets forth standard US military and
associated terminology to encompass the joint activity of the Armed
Forces of the United States. These military and associated terms,
together with their definitions, constitute approved Department of
Defense (DOD) terminology for general use by all DOD components.
This publication supplements standard English-language dictionaries
and standardizes military and associated terminology to improve
communication and mutual understanding within DOD, with other
federal agencies, and among the United States and its allies. This
edition of JP 1-02 has been published in two basic parts: A. Terms
and definitions. These are annotated with the source publication.
B. Abbreviations and acronyms. The source publication establishes
the authoritative context for proper understanding and management
of the associated term.
This publication is the capstone joint doctrine publication. It
provides doctrine for unified action by the Armed Forces of the
United States. As such, it specifies the authorized command
relationships and authority that military commanders can use,
provides guidance for the exercise of that military authority,
provides fundamental principles and guidance for command and
control, prescribes guidance for organizing joint forces, and
describes policy for selected joint activities. It also provides
the doctrinal basis for interagency coordination and for US
military involvement in multiagency and multinational operations.
Joint doctrine promotes a common perspective from which to plan,
train, and conduct military operations. It represents what is
taught, believed, and advocated as what is right (i.e., what works
best). Conducting joint operations generally involve 12 broad
principles, collectively known as the "principles of joint
operations." These principles guide warfighting at the strategic,
operational, and tactical levels of war. They combine the nine
historical principles of war (present in joint doctrine since its
inception) with three additional principles born out of experience
across the range of military operations. US military service is
based on values that US military experience has proven to be vital
for operational success. These values adhere to the most idealistic
societal norms, are common to all the Services, and represent the
essence of military professionalism. Competent joint warfighters
must be skilled in thinking strategically and at optimizing joint
capabilities, applying strategic and operational art, and having a
joint perspective. There are five values, while not specific to
joint operations, that have special impact on the conduct of joint
operations. The values are integrity, competency, physical courage,
moral courage, and teamwork. The Armed Forces fulfill unique and
crucial roles, defending the United States against all adversaries
and serving the Nation as a bulwark and the guarantors of its
security and independence. When called to action, the Armed Forces
support and defend national interests worldwide. The Armed Forces
embody the highest values and standards of American society and the
profession of arms. The Armed Forces fulfill their roles, missions,
and functions within the American system of civil-military
relations. The Armed Forces also serve under the civilian control
of the President who is the Commander in Chief. The nature of the
challenges to the United States and its interests demand that the
Armed Forces operate as a fully integrated joint team across the
range of military operations. These operations may take place with
the military forces of allies and coalition partners, US and
foreign government agencies, state and local government agencies,
and intergovernmental and nongovernmental organizations. The
challenges are best met when the unified action of the Armed Forces
elicits the maximum contribution from each Service and Department
of Defense (DOD) agency and their unique but complementary
capabilities. The resulting synergy from their synchronized and
integrated action is a direct reflection of those capabilities.
Joint warfare is team warfare. Effective integration of joint
forces exposes no weak points or seams to an adversary. They
rapidly and efficiently find and exploit the adversary's critical
vulnerabilities and other weak points as they contribute most to
mission accomplishment. This does not mean that all forces will be
equally represented in each operation. Joint force commanders
(JFCs) may choose the capabilities they need from the forces at
their disposal.
The President and Secretary of Defense have directed the Department
of Defense (DOD) to transform in order to meet an uncertain future
and the unfolding challenges of the 21st Century domestic and
international security environments. As the Armed Forces of the
United States transform, they must develop a common frame of
reference to define and develop future joint force concepts,
capabilities, requirements, and Service-provided forces. The
existing frames of reference for the joint force are joint doctrine
and Joint Vision. Joint doctrine only provides a common frame of
reference for the current joint force. It does not, however,
address the development or experimentation of future concepts and
capabilities that could improve joint force operations. The Joint
Vision provides a broad future vision and construct for military
transformation. However, it contains little actionable detail for
joint force planning and development. Joint doctrine and Joint
Vision together will provide a baseline to help focus the
development and comparative analysis of emerging concepts,
capabilities, requirements, and Service-provided forces that will
be employed within future joint warfare and crisis resolution. At
the focal point of US military transformation and implementation is
the Joint Requirements Oversight Council (JROC). The role of the
JROC has evolved from a strictly materiel focus to a strategic
integration role in the coevolution of joint doctrine,
organization, training, materiel, leadership and education,
personnel, and facilities (DOTMLPF) critical force considerations.
As the crossroads for joint vision related requirements generation
and development, the JROC currently must evaluate concepts,
capabilities, architectures and requirements from each Service.
What is missing for the JROC's use is a common perspective on joint
warfare and crisis resolution in the 21st Century from which the
JROC can review, integrate and compare emerging joint concepts,
capabilities, architecture and requirements. To provide the missing
common joint perspective for the JROC and address the Chairman's
future joint vision in actionable detail, the Joint Staff's
Directorate for Operational Plans and Joint Force Development (J-7)
has worked on a JROC-sponsored project in collaboration with the
Services, combatant commands, Joint Staff and defense agencies to
develop An Evolving Joint Perspective: US Joint Warfare and Crisis
Resolution In the 21st Century. This document provides a common
joint warfighting perspective intended to identify and describe the
key elements and desired capabilities that comprise the evolving
and emerging American way of joint warfare and crisis resolution
for the foreseeable future. This joint perspective grows from an
understanding of the current environment, focuses on Joint Vision
as the azimuth, and serves as the foundation for transformation. It
captures and defines emerging consensus on the desired shifts in
the characteristics and conduct of joint warfare and crisis
resolution as well as the evolving joint fundamentals that will
help to achieve the desired goals of military transformation. It
provides an essential complement to Service transformation and
warfighting perspectives and an integrating context for joint
concept and architecture development, the Requirements Generation
System (RGS), and Force Planning and development efforts.
This publication provides joint doctrine for the planning and
conduct of civil-military operations (CMO) by joint forces, the use
of civil affairs forces, the conduct of civil affairs operations,
and the coordination with other capabilities contributing to the
execution of CMO to achieve unified action. At the strategic,
operational and tactical levels and across the full range of
military operations, civil-military operations (CMO) are a primary
military instrument to synchronize military and nonmilitary
instruments of national power, particularly in support of
stability, counterinsurgency and other operations dealing with
asymmetric and irregular threats. Potential challenges include
ethnic and religious conflict, cultural and socioeconomic
differences, terrorism and insurgencies, the proliferation of
weapons of mass destruction, international organized crime,
incidental and deliberate population migration, environmental
degradation, infectious diseases, and sharpening
competition/exploitation of dwindling natural resources.
Opportunities, conversely, include the integration and
comprehensive use of intergovernmental, regional, national, and
local governmental and nongovernmental and private sector
organizations, which have proliferated in number, variety, and
capability. Recent policy initiatives, national security, military
strategies, and military doctrine demonstrate a growing
appreciation of the need to leverage more nonmilitary instruments
of national power, reposed in the interagency process and the
private sector, entailing a more holistic, and balance strategy.
This publication has been prepared under the direction of the
Chairman of the Joint Chiefs of Staff. It sets forth joint doctrine
to govern the activities and performance of the Armed Forces of the
United States in joint operations and provides the doctrinal basis
for interagency coordination and for US military involvement in
multinational operations. It provides military guidance for the
exercise of authority by combatant commanders and other joint for
commanders (JFCs) and prescribes joint doctrine for operations,
education, and training. It provides military guidance for use by
the Armed Forces in preparing their appropriate plans. It is not
the intent of this publication to restrict the authority of the JFC
from organizing the force and executing the mission in a manner the
JFC deems most appropriate to ensure unity of effort in the
accomplishment of the overall objective. Joint doctrine established
in this publication applies to the joint staff, commanders of
combatant commands, subunified commands, joint task forces,
subordinate components of these command, and the Services. The
guidance in this publication is authoritative; as such, this
doctrine will be followed except when, in the judgment of the
commander, exceptional circumstances dictate otherwise. If
conflicts arise between the contents of this publication and the
contents of Service publications, this publication will take
precedence unless the Chairman of the Joint Chiefs of Staff,
normally in coordination with the other members of the Joint Chiefs
of Staff, has provided more current and specific guidance.
Commanders of forces operating as part of a multinational (alliance
or coalition) military command should follow multinational doctrine
and procedures ratified by the United States. For doctrine and
procedures not ratified by the United States, commanders should
evaluate and follow the multinational command's doctrine and
procedures, where applicable and consistent with US law,
regulations, and doctrine.
This publication provides doctrine for religious affairs in joint
operations. It also provides information on the chaplain's roles as
the principal advisor to the joint force commander (JFC) on
religious affairs and a key advisor on the impact of religion on
military operations. It further provides information on the
chaplain's role of delivering and facilitating religious ministries
in joint operations. Chaplains have always been an integral part of
the US military. US military chaplaincies are characterized by
interfaith structure and pluralistic cooperation. The role of
chaplaincies is to accommodate religious needs, to support welfare
and morale, and to help the command understand the complexities of
religion with regard to its personnel and mission. The
Constitution, law, and policy support the free exercise of
religion. Title 10, United States Code (USC), provides for the
appointment of officers as chaplains in the Military Departments.
Chaplains have rank without command, and dual roles as religious
leader and staff officer. Military commanders are responsible to
provide for the free exercise of religion of those under their
authority. Religious affairs in joint military operations will
require a variety of actions supporting different types and phases
of operations. There are many types of activities that commanders
conduct outside of combat operations. Before, during and after
combat operations, consistent with their noncombatant status and
with the law of armed conflict, chaplains may be involved in
planning and coordinating pastoral presence; caring for the wounded
and honoring the dead; advising on appropriate chaplain liaison in
support of military operations; ensuring the JFC and staff
understand the constraints and restraints related to the
noncombatant status of chaplains; coordinating for RST
replacements. This publication establishes doctrine and guidance
for the Armed Forces of the United States regarding religious
affairs in the joint force environment and joint operations. It
describes the major responsibilities and functions of the joint
force commander, joint force chaplain, enlisted religious support
personnel and religious support teams regarding religious affairs
in joint force settings and operations.
Special operations (SO) differ from conventional operations in
degree of physical and political risk, operational techniques,
modes of employment, and dependence on detailed operational
intelligence and indigenous assets. SO are conducted in all
environments, but are particularly well suited for denied and
politically sensitive environments. SO can be tailored to achieve
not only military objectives through application of special
operations forces (SOF) capabilities for which there are no broad
conventional force requirements, but also to support the
application of the diplomatic, informational, and economic
instruments of national power. This publication provides
overarching doctrine for SO and the employment and support of SOF
across the range of military operations.
The continual introduction of hi-tech equipment, coupled with force
structure and manning reductions, and high operating tempo mean
that military forces will often be significantly augmented with
contracted support. To do this, contract support integration and
contractor management must be integrated into military planning and
operations. Commanders and their staffs must have a working
knowledge of key joint contract support integration and contractor
management related terms, since these terms are not widely known
outside of the professional acquisition community. Contingency
acquisition, the process of acquiring supplies, services and
construction in support of the joint operations begins at the point
when a requiring activity identifies a specific requirement,
defines the proper funding support, contract award, and
administration requirement to satisfy activity needs. Contract
execution begins with the award of the contract by a warranted
contracting officer and ends when contractor performance is
complete or the contract is otherwise terminated by the contracting
officer. Contract closeout is executed once the contract has been
completed and all outstanding contract administration issues have
been resolved and ends once the contracting officer has prepared a
contract completion statement. Understanding the roles and
responsibilities of DOD, joint, and Service commanders and staffs
related to operational contract support is critically important to
all commands and staffs that may be involved with planning and
managing contracted support and contractor management. Contracting
is commonly used to augment organic military and other sources of
support such as multinational logistic support, host-nation
support, and to provide support where no organic capability exists,
but contracting is often not properly planned for or integrated
into the overall joint force logistic support effort. Contracting
authority is the legal authority to enter into binding contracts
and obligate funds for the USG, while 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 Authority (combatant
command command authority]) includes the authority to perform
functions involving organizing and employing commands and forces,
assigning tasks and designating objectives, and giving
authoritative direction over all aspects of an operation; it does
not include authority to make binding contracts or obligate funds
on behalf of the USG. Systems support contracts are generally
issued when the Service systems contracting activities award the
original systems contracts. External support contracts are often
used to provide significant logistic support and selected
non-logistic support to the joint force. Theater support contracts
are those contracts that are issued by deployed contingency
contracting officers and are generally awarded to local vendors to
support in-theater customers. This publication establishes doctrine
for planning, conducting, and assessing contracting and contractor
management functions in support of joint operations. It provides
standardized guidance and information related to integrating
operational contract support and contractor management, defines and
describes these two different, but directly related functions, and
provides a basic discussion on contracting C2 organizational
options.
The US military has an obligation to communicate with the American
public, and it is in the national interest to communicate with the
international public. Through the responsive release of accurate
information and imagery to domestic and international audiences,
public affairs (PA) puts operational actions in context,
facilitates the development of informed perceptions about military
operations, helps undermine adversarial propaganda efforts, and
contributes to the achievement of national, strategic, and
operational objectives. Information relating to the military and
its operations is available to the public from the Department of
Defense (DOD) as well as national unofficial sources (e.g.,
information disseminated by the members, distributed by the public,
the media, or by groups hostile to US interests). Regardless of the
source, intention, or method of distribution, information in the
public domain either contributes to or undermines the achievement
of operational objectives. Official information can help create,
strengthen, or preserve conditions favorable for the advancement of
national interests and policies and mitigate any adverse effects
from unofficial, misinformed, or hostile sources. Official
communication with internal and external audiences may have a
significant effect on the operational environment. Good planning
and message development can have a positive impact on operations.
Poor planning and message development can turn operational success
into strategic failure. It is the responsibility of DOD to make
available timely and accurate information so that the public,
Congress, and the news media may assess and understand facts about
national security and defense strategy. PA activities are divided
into public information, command information, and community
engagement supported by planning and analysis and assessment
throughout the course of operations. This publication provides
fundamental principles and guidance for PA support to joint
operations. It also addresses PA operations and the role of PA in
strategic communication. It adds a discussion of joint PA in
domestic operations.
This study provides the J-7, Joint Staff with conclusions and
recommendations regarding the joint force fires coordinator (JFFC)
concept, to include development of a Joint Staff position and a
recommendation to the Chairman of the Joint Chiefs of Staff. During
the study period, the Army-Air Force Warfighter Conference results
were releases. These results included an agreement that the title
"JFFC" should be changed to not connote any command authority. This
study addresses the issue with significance, but uses the title
"JFFC" as a point of reference for the functions and not to endorse
the name. The Joint Warfighting Center (JWFC) study team examined
the JFFC concept from the joint force commander's (JFC) viewpoint
by identifying joint fires functions and tasks, and testing the
appropriateness of their assignment to the J-3, who could be
assisted by a JFFC. The definitions of fires, joint fires, and
joint fire support along with the JFFC concept provided in the July
1996 final draft of Joint Pub 3-09, "Doctrine for Joint Fire
Support," were used as starting points. Data was collected from the
Joint Electronic Library (JEL), geographic combatant commands,
Service doctrine commands, Joint Universal Lessons Learned System
(JULLS), exercise observations, interviews, briefings, meetings,
and library resources. The study compares the joint fires functions
and tasks performed by the JFC (J-3 cognizance), joint targeting
coordination board (JTCB), joint force air component commander
(JFACC), and other components. The study draws conclusions and
makes recommendations about the potential JFFC impact on joint
doctrine and joint targeting procedures, long-range implications,
and advantages/disadvantages of establishing a JFFC.
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