Staff Responsibilities and Duties
The commander's staff must function as a single, cohesive unit-a professional team. Effective staff members know their respective responsibilities and duties. They are also familiar with the responsibilities and duties of other staff members. This appendix describes the responsibilities and duties commonly performed by staff officers assigned to the headquarters of Army organizations in the field, from battalion through corps. AR 10-5 describes the responsibilities and duties of the Army Staff. FM 100-22 contains information about the responsibilities of installation staffs. This appendix first discusses the common responsibilities and duties of all staff members. It then discusses specific responsibilities of chiefs of staff and of coordinating, special, and personal staff officers.
COMMON STAFF ACTIVITIES, RESPONSIBILITIES, AND DUTIES
D-1. Staff activities focus on assisting the commander in mission accomplishment. The staff contributes to making and executing timely decisions. Commanders and staffs are continually alert for opportunities to streamline cumbersome or time-consuming procedures. The following paragraphs discuss activities, responsibilities, and duties common to all staff members.
ADVISING AND INFORMING THE COMMANDER
D-2. Staffs continuously provide relevant information (RI) to their respective commanders on the progress of operations. This RI helps commanders achieve situational understanding. One piece of information alone may not be significant; however, when combined with other information from the common operational picture (COP), it may allow the commander to formulate an accurate commander's visualization and make an appropriate decision. Staff members inform and advise the commander and other staff members concerning all matters pertaining to their individual fields of interest and related functional responsibilities, specifically on-
PREPARING, UPDATING, AND MAINTAINING STAFF ESTIMATES
D-3. Staff sections prepare and maintain running estimates to help commanders make decisions. (See FM 5-0.) Effective plans and successful execution hinge on current staff estimates. Staff estimates always include recommendations for anticipated decisions. During planning, commanders use these recommendations to select feasible courses of action (COAs) for further analysis. During preparation and execution, commanders use recommendations from running estimates in decisionmaking. Failure to maintain running estimates may lead to errors or omissions that result in flawed plans or bad decisions.
D-4. Staff members make recommendations to help commanders reach decisions and establish policies. They also offer recommendations to each other and subordinate commanders. These recommendations are for information and assistance only.
D-5. Staff members present recommendations orally or in writing. Presentations may take the form of briefings, written estimates, or staff studies. Whether procedures are formal or informal, staff members carefully analyze and compare all feasible COAs, using the best information available. They candidly and objectively present alternatives, clearly explaining advantages and disadvantages of each. They are thoroughly prepared to recommend the best COA from the perspective of their individual fields of interest. Preparing recommendations includes coordinating with staff members whose fields of interest the recommendation might affect. Staff members prepare recommendations in a form that requires only the commander's approval or disapproval. Within their fields of interest, staff members make recommendations regarding-
PREPARING PLANS AND ORDERS
D-6. Staffs prepare and issue plans and orders to execute their commanders' decisions, coordinating all necessary details. (See FM 5-0.) Commanders may delegate authority to certain staff officers to issue plans and orders without their personal approval. Commanders assign a single staff officer responsibility for preparing and publishing plans and orders. Other staff members prepare portions of plans and orders that address their fields of interest. Examples include-
Staff members make similar contributions to command standing operating procedures (SOPs), training plans, reports, studies, and summaries.
ASSESSING EXECUTION OF OPERATIONS
D-7. Staffs assist their commanders by ensuring that subordinates execute their decisions. This practice allows commanders to focus on the overall operation. It relieves commanders of having to address details better handled by subordinates. Assessing keeps staffs informed of the situation and provides them with current RI. Staffs use this RI to maintain running estimates and produce progress reports for their commanders. Staff members ensure that the intended recipients receive the commander's decisions and understand and execute them within the commander's intent. They also recommend adjustments when circumstances require. Staffs assess by analyzing reports, messages, and reports of staff visits and inspections. Assessment actions by staff members include-
MANAGING INFORMATION WITHIN FIELDS OF INTEREST
D-8. Staff sections manage information related to their individual fields of interest. Staff members are not merely data collectors and transmitters. They analyze and clearly articulate information. Staffs collect, process, store, display, and disseminate information that flows continuously into their headquarters. They provide answers to the commander's critical information requirements (CCIR) to the commander and other staff members as quickly as possible.
D-9. Staff members routinely analyze factors influencing operations. They seek to identify problems affecting their fields of interest or the entire command. Judgment and experience are major factors in recognizing problems. Staff members follow a systematic approach, weighing each new item of information in relation to other available information. Staff sections may follow information management (IM) processes specific to their field of interest or battlefield operating system (BOS). The intelligence cycle is an example of such a process.
D-10. Staff members disseminate information using, among other media, briefings, electronic mail, staff papers, reports, and summaries. They use reports and summaries extensively to provide information to higher, subordinate, supporting, supported, and adjacent commands.
D-11. Staffs require the minimum number of reports from subordinates consistent with the commander's need for information.
D-12. Staff members perform the following general IM activities for information related to their fields of interest:
D-13. Within their fields of interest, staff members fulfill the following specific IM tasks and activities:
D-14. The information management coordinator (IMCOORD), assisted by the RI and information systems (INFOSYS) officers, has overall responsibility for compiling RI developed by all staff sections. The IMCOORD, RI officer, and INFOSYS officer manage available networked means to collect, process, display, store, and disseminate RI needed to maintain and disseminate the COP.
IDENTIFYING AND ANALYZING PROBLEMS
D-15. Staffs continually identify current and future problems or issues that affect mission accomplishment. Once they identify a problem, staff members analyze the actions or coordination needed to solve it. Sometimes staff members have the ability and authority to solve the problem without involving the commander. If not, once they analyze the problem, they make a recommendation to the commander for decision.
PERFORMING STAFF COORDINATION
D-16. Staff coordination results in making certain that staff actions and subordinate unit operations fit together in an integrated whole to achieve a unified effort. Good staff coordination requires personal initiative, a spirit of cooperation, and the genuine interest of each staff member. Most staff actions require coordination that extends beyond the immediate command to higher, subordinate, supporting, supported, and adjacent commands. Coordination is essential for four reasons:
D-17. The coordinating staff officer under whose field of interest an action falls is responsible for coordinating it. Coordinating staff officers frequently designate members of their sections as action officers. Action officers coordinate proposed COAs with staff sections the COA would affect. All staff members examine the action from the perspective of their individual fields of interest and that of the commander to determine the optimal COA. The action officer resolves any conflicts and presents a recommendation to the approving authority for decision. Coordination by staff members includes-
When the command is subordinate to a joint headquarters, the G-3 (S-3) is responsible for coordinating with the J-3 (operations) and the J-5 (plans and policy). The G-5 (S-5) is responsible for coordinating with the J-5 and the J-3.
D-18. All staff members assess training requirements within their fields of interest across the command. Each adds these requirements into the overall command training plan, which the G-3 (S-3) maintains. Staff members determine the amount and type of training needed, and any evaluation requirements. This includes any command technical training within a staff member's field of interest. The staff member is responsible for planning and supervising this training. Examples include training requirements for-
PERFORMING STAFF ASSISTANCE VISITS
D-20. Staff members visit subordinate units for several reasons. These include gathering information for the commander, observing the execution of orders, and providing advice and assistance in their fields of interest. Commanders may designate representatives to make these visits in their name.
D-21. When visiting subordinate units, staff members call on the subordinate unit commander to explain the visit's purpose. Before leaving, they report any findings to the subordinate commander and any information they plan to report. Staff members avoid interfering with the subordinate commander's responsibilities. If the subordinate commander misunderstands the higher commander's orders, staff members provide additional information and guidance to the subordinate commander or staff. When staff members return to the sending headquarters, they make a brief oral or written report to their staff principal, the chief of staff (COS), or the commander. The COS provides this report to other staff members.
PERFORMING RISK MANAGEMENT
D-22. Every staff member integrates risk management into the conduct (planning, preparing, executing, and assessing) of training and operations. Staff members help their commander minimize unnecessary risk by assessing hazards within their fields of interest and recommending controls to reduce or eliminate unnecessary risk. (See FM 100-14.)
CONDUCTING STAFF INSPECTIONS
D-23. Commanders direct individual staff members or teams to conduct staff inspections. Commanders use inspections to determine certain conditions within a subordinate unit, such as compliance or conformity with policies and regulations. Inspectors note positive and negative observations. Before the inspection, inspectors inform the subordinate commander of the inspection's purpose. Afterward, inspectors provide an informal report to the subordinate commander before they leave. Inspectors normally prepare a written report for their commander and furnish a copy to the inspected unit.
PERFORMING STAFF WRITING
D-24. Staff members prepare a variety of written communications-particularly at division level and above, where operations rely primarily on written directives, reports, orders, and studies. Effective staff writing conveys the writer's exact meaning and cannot be misinterpreted.
CONDUCTING STAFF RESEARCH
D-25. Staff research involves collecting and evaluating facts to solve problems or provide information. The problem determines the extent of research. Only after analyzing a problem and listing the main factors to consider can staff members determine how much and what kind of information to collect.
D-26. Staff members decide when they have enough information to draw valid conclusions. Valid conclusions are relevant to the topic, objective, and supported by data. Staff members arrive at them through a logical thought process.
PERFORMING STAFF ADMINISTRATIVE PROCEDURES
D-27. Each staff member performs administrative procedures. Effective procedures provide continuity for completed staff actions and allow staff members and staff sections to accomplish tasks efficiently and effectively. Staff members manage administrative activities within their own staff sections. Examples include maintaining-
EXERCISING STAFF SUPERVISION
D-28. Staff supervision involves overseeing operations within individual fields of interest and supervising staff sections and their personnel.
Overseeing Fields of Interest
D-29. Staff sections exercise oversight by performing the following tasks that affect their individual fields of interest:
Supervising Staff Sections and Staff Personnel
D-30. Staff section leaders supervise their personnel. Supervision includes-
SPECIFIC STAFF RESPONSIBILITIES AND DUTIES
D-31. This section outlines the responsibilities and duties of the chief of staff (executive officer) and individual staff officers. Staff officers are listed under the coordinating, special, and personal staff group to which they belong. Special staff officers are listed under the staff officer exercising coordinating staff responsibility over them. Discussions include the areas over which each staff officer exercises responsibility for staff planning and supervision. They also list special staff officers over which each coordinating staff officer exercises coordinating staff responsibility.
CHIEF OF STAFF/EXECUTIVE OFFICER
D-32. The COS or executive officer (XO) is the commander's principal assistant for directing, coordinating, supervising, and training the staff, except in areas the commander reserves. The commander normally delegates executive management authority (equivalent to command of the staff) to the COS. The COS frees the commander from routine details of staff operations and passes pertinent data, information, and insight from the staff to the commander and from the commander to the staff. Staff members inform the COS of any recommendations or information they pass directly to the commander, and of instructions they receive directly from the commander.
D-33. The value of a close relationship between the commander and COS cannot be overstated. During operations, the COS must anticipate events and share a near-identical visualization of operations, events, and requirements. The COS must understand the commander's intent at least as well as subordinate commanders. An effective COS understands the commander's personality, style, and instincts as they affect the commander's intentions.
D-34. The COS helps the commander prepare subordinate units for future employment. The COS monitors their combat readiness status and directs actions to posture subordinate units. Under special conditions or missions, the commander may give the COS temporary command of a portion of the force. Examples of these situations include deployments, retrograde operations, obstacle crossings, and when the commander and deputy or assistant commanders are unable to command.
D-35. The COS ensures the information element of combat power is integrated into operations per the commander's intent and concept of operations. In corps, divisions, and selected brigades, the G-7 (S-7) and other coordinating staff officers assist the COS with information operations (IO) responsibilities.
D-36. Corps, divisions, major support commands, and other organizations commanded by a general officer are authorized a COS. Other units (regiments, brigades, and battalions) are authorized an XO, who performs the duties of a COS. As supervisor of the staff, the COS (XO) is responsible for-
COORDINATING STAFF OFFICERS
D-37. Coordinating staff officers coordinate actions for the commander and for special staff sections over which they are assigned coordinating staff responsibility. Coordinating staff responsibility includes-
Coordinating staff officers establish procedures for coordinating and integrating special staff activities within their individual fields of interest.
Assistant Chief of Staff, G-1/AG (S-1), Personnel
D-38. The ACOS, G-1/AG (S-1) is the principal staff officer for all matters concerning human resources support (military and civilian). The G-1/AG (S-1) also serves as the senior adjutant general officer in the command. A G-1/AG (S-1) is authorized at every echelon from battalion through corps. Specific responsibilities of the G-1/AG (S-1) include manning, personnel services, personnel support, and headquarters management.
D-39. Manning. Manning includes personnel readiness management, personnel replacement management, and personnel accounting.
D-40. Personnel readiness management includes-
D-41. Personnel replacement management includes-
D-42. Personnel accounting includes-
D-43. Personnel Services. Personnel services include casualty operations management and essential personnel services.
D-44. Casualty operations management involves-
D-45. Essential personnel services include-
D-46. Personnel Support. Personnel support includes-
D-47. Headquarters Management. Headquarters management includes-
D-48. Coordinating Staff Responsibility. The G-1/AG (S-1) has coordinating staff responsibility for the following special and personal staff officers:
Assistant Chief of Staff, G-2 (S-2), Intelligence
D-49. The ACOS, G-2 (S-2) is the principal staff officer for all matters concerning the enemy/threat, the environment as it affects the enemy/threat, intelligence, and counterintelligence. Additionally, the G-2 (S-2) supports security programs. A G-2 (S-2) is authorized at every echelon from battalion through corps. The G-2 (S-2) is responsible for intelligence readiness, intelligence tasks, intelligence synchronization, other intelligence support, counterintelligence, and support to security programs.
D-50. Intelligence Readiness. Intelligence readiness includes-
D-51. Intelligence Tasks. Intelligence tasks include-
D-52. Intelligence Synchronization. Intelligence synchronization includes-
D-53. Other Intelligence Support. Other intelligence support includes-
D-54. Counterintelligence. Counterintelligence includes-
D-55. Support to Security Programs. Support to security programs includes-
D-56. Coordinating Staff Responsibility. The G-2 (S-2) has coordinating staff responsibility for the staff weather officer.
Assistant Chief of Staff, G-3 (S-3), Operations
D-57. The ACOS, G-3 (S-3) is the principal staff officer for all matters concerning training, operations and plans, and force development and modernization. A G-3 (S-3) is authorized at every echelon from battalion through corps.
D-58. Training. G-3 (S-3) training responsibilities include-
D-59. Operations and Plans. Operations and plans includes-
D-60. Force Development and Modernization. Force development and modernization includes-
D-61. Staff Planning and Supervision. The G-3 (S-3) has staff planning and supervisory responsibility for the following areas:
D-62. Coordinating Staff Responsibility. The G-3 (S-3) has coordinating staff responsibility for the following staff officers:
Assistant Chief of Staff, G-4 (S-4), Logistics
D-63. The ACOS, G-4 (S-4) is the principal staff officer for logistic operations and plans (general), supply, maintenance, transportation, and services. The G-4 (S-4) links the support unit, commander, and rest of the staff. The G-4 (S-4) helps the support unit commander maintain logistics visibility with the commander and the rest of the staff. A G-4 (S-4) is authorized at every echelon from battalion through corps. In brigades and battalions, the S-4 both coordinates activities and executes requirements for the commander and unit.
D-64. Logistic Operations and Plans (General). Logistic operations and plans (general) includes-
D-65. Supply. Supply includes-
D-66. Maintenance. Maintenance includes-
D-67. Transportation. Transportation includes-
D-68. Services. Services include-
D-69. Staff Planning and Supervision. The G-4 (S-4) has the following staff planning and supervisory responsibilities:
D-70. Coordinating Staff Responsibility. The G-4 (S-4) has coordinating staff responsibility for the transportation officer.
Assistant Chief of Staff, G-5 (S-5), Civil-Military Operations
D-71. The ACOS, G-5 (S-5) is the principal staff officer for all matters concerning civil-military operations (CMO). The G-5 (S-5) establishes the civil-military operations center, evaluates civil considerations during mission analysis (identifying the civil centers of gravity), and prepares the groundwork for transitioning the AO from military to civilian control. The G-5 (S-5) advises the commander on the military's effect on civilians in the AO, relative to the complex relationship of these people with the terrain and institutions over time. The G-5 (S-5) is responsible for enhancing the relationship between Army forces and the civil authorities and people in the AO. The G-5 (S-5) is required at all echelons from battalion through corps, but authorized only at division and corps. Once deployed, units below division level may be authorized an S-5.
D-72. Staff Responsibilities. G-5 (S-5) responsibilities include-
D-73. Staff Planning and Supervision. The G-5 (S-5) performs staff planning for and exercises staff supervision over-
Assistant Chief of Staff, G-6 (S-6), Command, Control, Communications, and Computer Operations
D-74. The ACOS, G-6 (S-6) is the principal staff officer for all matters concerning command, control, communications, and computer operations (C4OPS). A G-6 (S-6) is authorized at all echelons from battalion through corps. The G-6 (S-6) advises the commander, staff, and subordinate commanders on C4OPS matters. C4OPS include C4 operations (general), network operations (NETOPS) and IM.
D-75. C4 Operations (General). G-6 (S-6) responsibilities related to C4OPS (general) include-
D-76. Network Operations. The NETOPS officer integrates mission information applications with INFOSYS and communications and computer operations of the warfighting information network. NETOPS includes network management (NM), information dissemination management (IDM), and information assurance (IA):
D-77. G-6 (S-6) responsibilities related to NETOPS include-
D-78. Information Management. The G-6 (S-6) is responsible for IM, in coordination with the battle staff. IM includes RI and INFOSYS functions. IM representatives within the CP are positioned to best support the commander's intent, with priority normally to the G-3 (S-3) operations cell and other critical cells within the CP. The RI officer operates in close coordination with each section. G-6 (S-6) responsibilities related to IM include-
D-79. Staff Planning and Supervision. The G-6 (S-6) has the following staff planning and supervisory responsibilities:
Assistant Chief of Staff, G-7, Information Operations
D-80. The ACOS, G-7 (S-7) is the principal staff officer for all matters concerning information operations, including current operations, plans, and IO-related targeting. A G-7 is authorized at corps and divisions. Selected Army National Guard and active component brigades are authorized an S-7.
D-81. Current Operations. G-7 (S-7) responsibilities related to current operations include-
D-82. Plans. G-7 (S-7) responsibilities related to plans include-
D-83. Targeting. G-7 (S-7) responsibilities related to targeting include-
D-84. Staff Planning and Supervision. The G-7 (S-7) has the following staff planning and supervisory responsibilities:
D-85. Coordinating Staff Responsibility. The G-7 (S-7) has coordinating staff responsibility for the following staff officers:
Support Operations or Materiel Officer
D-86. A support operations officer or materiel officer is authorized in support commands and battalions. The support operations or materiel officer is the principal staff officer for coordinating logistics and combat health support. The support operations officer or materiel officer provides technical supervision for the CSS mission of the support command and is the key interface between the supported unit and support command. The responsibilities of the support operations officer or materiel officer include-
SPECIAL STAFF OFFICERS
D-87. Every staff has special staff officers. This section addresses the specific duties of each special staff officer. The number of special staff officers and their responsibilities vary with authorizations, the desires of the commander, and the size of the command. If a special staff officer is not assigned, the officer with coordinating staff responsibility for the field of interest assumes those functional responsibilities. (See figure D-1.) During operations, special staff officers work in parts of the CP designated by the commander, COS, or their supervising coordinating staff officer.
Chief of Staff/Executive Officer
D-88. The COS (XO) exercises coordinating staff responsibility over special staff officers as listed in figure D-1 on page D-26.
D-89. Headquarters Commandant. The headquarters commandant is responsible for soldiers assigned to the headquarters. Corps, divisions, and major support commands are authorized a headquarters commandant. Headquarters commandant responsibilities include-
Chief of Staff (XO)
G-1/Adjutant General (S-1)
Note. The inspector general, public affairs officer, and staff judge advocate are personal staff officers to the commander. They coordinate through the G-1/AG when necessary.
Figure D-1. Coordinating Staff Responsibility for Special Staff Officers
D-90. Secretary of the General Staff. The SGS is the special staff officer who acts as XO for the COS. Corps, divisions, major support commands, and general officers with a staff are authorized an SGS. SGS responsibilities include-
D-91. Resource Manager or Comptroller. The RM or comptroller is responsible for budget preparation and RM analysis and implementation. Corps and divisions are normally authorized an RM or comptroller. During joint operations, comptroller functions are normally transferred to the ARFOR headquarters. However, specific comptroller functions may occur at corps and division level. RM or comptroller responsibilities include-
Assistant Chief of Staff, G-1/AG (S-1)
D-92. The ACOS, G-1/AG (S-1) exercises coordinating staff responsibility over special staff officers as listed in figure D-1 on page D-26.
D-93. Civilian Personnel Officer. The CPO is responsible for managing and administering the civilian employee personnel management program. The CPO is a civilian employee and has a permanent position on the staff at divisions and corps. CPO responsibilities include-
(The AR 690 series discusses CPO functions.)
D-94. Dental Surgeon. The dental surgeon is responsible for coordinating dental activities within the command. Corps and divisions are authorized a dental surgeon. Dental surgeon responsibilities include-
D-95. Equal Opportunity Advisor. The EOA is responsible for coordinating matters concerning equal opportunity for soldiers and their families. Commanders at every echelon are authorized or appoint an EOA. EOA responsibilities include-
(AR 600-20 discusses the responsibilities and duties of the EOA.)
D-96. Finance Officer. The finance officer, responsible for coordinating and providing finance services to the command, is also the finance unit commander. Corps and divisions are authorized a finance officer. Finance officer responsibilities include-
D-97. Surgeon. The surgeon is responsible for coordinating health assets and operations within the command, and may be a medical unit commander. Organizations from battalion through corps are authorized a surgeon. Surgeon responsibilities include-
D-98. Veterinary Officer. The veterinary officer is responsible for coordinating assets and activities concerning veterinary service within the command. Corps are authorized a veterinary officer. Veterinary officer responsibilities include-
Assistant Chief of Staff, G-2 (S-2)
D-99. The ACOS, G-2 (S-2) exercises coordinating staff responsibility over the staff weather officer.
D-100. The staff weather officer (SWO) is responsible for coordinating operational weather support and weather service matters through the G-2 (S-2). The SWO is an Air Force officer or noncommissioned officer who leads a combat weather team of two or more personnel. Typically, a SWO supports corps, divisions, aviation brigades, and special operations forces. SWO responsibilities include-
Assistant Chief of Staff, G-3 (S-3)
D-101. The ACOS, G-3 (S-3) exercises coordinating staff responsibility over special staff officers as listed in figure D-1.
D-102. Air and Missile Defense Coordinator. The AMDCOORD is responsible for coordinating ARFOR air and missile defense (AMD) activities and plans with the area air defense commander (AADC), joint force air component commander (JFACC), and airspace control authority (ACA). The AMDCOORD coordinates the planning and use of all joint air and missile defense systems, assets, and operations, including Army air defense artillery (ADA), JFACC defensive counterair, and Navy/Marine surface-to-air missile systems. ARFOR AMD plans are deconflicted and synchronized with the AADC's area air defense plan, the JFACC's joint air operations plan and daily air tasking order (ATO), and the ACA's airspace control plan and daily airspace control order (ACO).
D-103. The AMDCOORD is the senior ADA officer in the command and the commander of an ADA unit supporting IT. An AMDCOORD is authorized at corps and divisions. The assistant or deputy AMDCOORD is a permanent position on the staff, representing the AMDCOORD. AMDCOORD responsibilities include-
D-104. Air Liaison Officer. The ALO is responsible for coordinating aerospace assets and operations, such as close air support (CAS), air interdiction, air reconnaissance, airlift, and joint suppression of enemy air defenses. The ALO-authorized at corps, divisions, and brigades-is the senior Air Force officer with each tactical air control party. ALO responsibilities include-
D-105. Aviation Coordinator. The AVCOORD is responsible for coordinating Army aviation assets and operations. The AVCOORD is the senior aviation officer in the force and the commander of an aviation unit supporting it. The assistant or deputy AVCOORD is a permanent position on the staff, representing the AVCOORD. An AVCOORD is authorized at corps and divisions. AVCOORD responsibilities include-
D-106. Chemical Officer. The CHEMO is responsible for NBC defense operations, smoke operations, and chemical asset use. A CHEMO is authorized at every echelon, from battalions through corps. CHEMO responsibilities include-
D-107. Engineer Coordinator. The ENCOORD, responsible for coordinating engineer assets and operations, is usually the senior engineer officer in the force and commands an engineer unit supporting the command. The assistant or deputy ENCOORD is a permanent staff officer, representing the ENCOORD. An ENCOORD is authorized at corps and divisions. One is normally task-organized to maneuver brigades and battalions. ENCOORD responsibilities include-
D-108. Explosive Ordnance Disposal Officer. The EOD officer is responsible for coordinating the detection, identification, recovery, evaluation, render safe, and final disposal of explosive ordnance. An EOD officer is authorized at corps and divisions, and normally serves as the EOD group, battalion, or company commander. EOD officer responsibilities include-
(AR 75-15 discusses the responsibilities and duties of the EOD officer.)
D-109. Fire Support Coordinator. The FSCOORD is responsible for advising the commander on the best use of available fire support resources, developing the fire support plan, issuing necessary orders in the name of the commander, and implementing the approved fire support plan. At maneuver brigade through corps, the FSCOORD is also the commander of the field artillery unit supporting the force. A deputy FSCOORD or fire support officer (FSO) assists the FSCOORD. At battalion and company level, the FSO serves as the FSCOORD for the maneuver commander. FSCOORD responsibilities include-
D-110. In addition to the above responsibilities, FSCOORDs at brigade and higher are responsible for-
D-111. Historian. The historian is responsible for coordinating the documentation of the command's historical activities. The historian, normally an Army civilian, is authorized at corps and divisions. Historian responsibilities include-
D-112. Liaison Officer. An LNO is responsible for representing the commander at the headquarters of another command to coordinate and promote cooperation between the two commands. (See appendix E.)
D-113. Marine Liaison Team Commander. The MLT is responsible for coordinating naval gunfire (NGF) and Marine CAS assets and operations. The MLT commander, a Navy or Marine officer, operates at division level and below. MLT commander responsibilities include-
D-114. Provost Marshal. The PM is responsible for planning, coordinating, and employing all organic, assigned, or attached military police assets. The PM is usually the senior military police officer in the command. The PM augments the staff with a small planning cell that typically works within the G-3. A PM is authorized at corps and divisions. PM responsibilities include-
D-115. Safety Officer. The safety officer is responsible for coordinating safety activities throughout the command. Commanders at every echelon from battalion through corps appoint a safety officer. An aviation safety officer is authorized for corps staffs and all aviation units. Safety officer responsibilities include-
D-116. Special Operations Coordinator. The SOCOORD is responsible for coordinating and integrating special operations forces (SOF) activities. A SOCOORD is normally authorized only on corps staffs. However, whenever a SOF unit is attached or under OPCON of the command, someone from the staff or the attached unit fulfills the SOCOORD's responsibilities. Below corps level, a command normally receives a special operations liaison team to fulfill the SOCOORD's responsibilities. The SOCOORD's responsibilities include-
D-117. Space Operations Officer. The SOO is responsible for providing space-related tactical support and coordination of space-based capabilities available to the command. A SOO is authorized at corps and may be authorized at divisions in the future. If the command has no SOO assigned, an ARSST is often placed OPCON to it. The team's officer in charge fulfills the SOO's responsibilities. SOO responsibilities include-
D-118. Theater Airlift Liaison Officer. The TALO is responsible for advising the commander on the best use of airlift resources and coordinating their use. The TALO is a rated Air Force officer. TALOs are normally authorized at corps, divisions, regiments, and separate brigades. TALO responsibilities include-
Assistant Chief of Staff, G-4 (S-4)
D-119. The ACOS, G-4 exercises coordinating staff responsibility over the transportation officer. The transportation officer is responsible for coordinating transportation assets and operations. A transportation officer is authorized at corps (CTO) and divisions (DTO). Transportation officer responsibilities include-
Assistant Chief of Staff, G-7 (S-7)
D-120. The ACOS, G-7 exercises coordinating staff responsibility over special staff officers as listed in figure D-1.
D-121. Electronic Warfare Officer. The EWO is normally a military intelligence officer who performs EW duties. An EWO is authorized at corps and divisions. EWO responsibilities include-
D-122. Military Deception Officer. The MDO is a functional area 30 officer responsible for coordinating MD assets and operations. An MDO is authorized at corps and divisions. MDO responsibilities include-
(FM 3-13 contains MD doctrine.)
D-123. Operations Security Officer. The OPSEC officer helps the G-7 (S-7) perform OPSEC functions. Commanders at all echelons, battalion through corps, are authorized or appoint an OPSEC officer. OPSEC officer responsibilities include-
(FM 3-13 contains OPSEC doctrine.)
D-124. Psychological Operations Officer. The PSYOP officer is responsible for synchronizing PSYOP operations with those of other IO elements and echelons. A PSYOP officer is authorized at corps and divisions. If no PSYOP officer is assigned, the commander of an attached PSYOP support element may assume the PSYOP officer's responsibilities. PSYOP officer responsibilities include-
PERSONAL STAFF OFFICERS
D-125. Personal staff officers work under the immediate control of, and have direct access to, the commander. The commander establishes guidelines or gives guidance on when a personal staff officer informs or coordinates with the COS (XO) or other staff members.
D-126. Some personal staff officers have responsibilities as special staff officers and work with a coordinating staff officer. They do this case-by-case, depending on the commander's guidance or the nature of the task. Personal staff officers also may work under the supervision of the COS (XO).
D-127. By law or regulation, personal staff officers have a unique relationship with the commander. Although there are other members in the commander's personal staff, this section discusses only staff officers and the command sergeant major. The personal staff officers discussed here are the-
Command Sergeant Major
D-128. The CSM is a member of the commander's personal staff by virtue of being the command's senior noncommissioned officer (NCO). No officer exercises coordinating staff responsibility over the CSM. The CSM is responsible for providing the commander with personal, professional, and technical advice on enlisted soldier matters and the NCO corps as a whole. A CSM is authorized at every echelon from battalion through corps. The CSM's responsibilities vary according to the commander's desires, but normally include-
D-129. The aide-de-camp serves as a personal assistant to a general officer. An aide-de-camp is authorized for general officers in designated positions. The rank of the aide-de-camp depends on the rank of the general officer. No officer exercises coordinating staff responsibility over the aide-de-camp. Aide-de-camp responsibilities include-
D-130. The chaplain is responsible for religious support operations. The chaplain advises the commander on matters of religion, morals, and morale as affected by religion, and on the impact of indigenous religions on military operations. No officer exercises coordinating staff responsibility over the chaplain. A unit ministry team consisting of one chaplain and one chaplain assistant is authorized at every echelon from battalion through corps. The chaplain's responsibilities include-
D-131. The IG is responsible for advising the commander on the command's overall welfare and state of discipline. The IG is a confidential adviser to the commander. An IG is authorized for general officers in command and selected installation commanders. The ACOS, G-1/AG exercises coordinating staff responsibility over the IG, when required. IG responsibilities include-
(AR 20-1 discusses IG responsibilities and duties.)
Public Affairs Officer
D-132. The PAO is responsible for understanding and fulfilling the information needs of soldiers, the Army community, and the public. A PAO is authorized at corps, divisions, and major support commands. The ACOS, G-1/AG exercises coordinating staff responsibility over the PAO, when required. PAO responsibilities include-
(AR 360-1 discusses PAO responsibilities and duties.)
Staff Judge Advocate
D-133. The SJA is the commander's personal legal adviser on all matters affecting the morale, good order, and discipline of the command. An SJA serves commanders exercising general-court-martial convening authority. The ACOS, G-1/AG exercises coordinating staff responsibility over the SJA, when required. Additionally, the SJA serves under the supervision of the COS to provide legal services to the staff and, through other staff members, responsive legal services throughout the command. A legal support element-including at least a judge advocate-deploys in direct support of each brigade-level task force. The SJA provides complete legal support, including operational law (OPLAW) support and coverage of six core legal disciplines: international law, military justice, administrative law, civil law (including contract, fiscal, and environmental law), claims, and legal assistance. SJA responsibilities include-
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