Chapter 3
Command and Control (C2)
C2 is the exercise of authority and direction by a properly designated commander over assigned and attached forces in the accomplishment of a mission. C2 is an art and a science. Commanders combine the art of command and the science of control to accomplish missions. This chapter will discuss C2, mission command, and the art of battle command from a sustainment perspective. Although the processes of C2 are the same for all commands, the mission focus, knowledge, understanding, and visualization of how support will be provided is different. C2 is fundamental to any discussion of sustainment because of the importance and flexibility of the modular force. The linking of C2 systems enables effective decision making as people, materiel, and medical support moves from generating force to operating force units. It also affects how commanders visualize, describe, and direct support. Because of the uncertain and ever changing nature of operations, mission command—as opposed to detailed command—is the preferred method for exercising C2. The use of mission orders, full familiarity with the commander’s intent and concept of operations, and mutual trust and understanding between commanders and subordinates are prerequisites for mission command.
3-1. Command is the authority that an armed forces commander lawfully exercises over subordinates by virtue of rank or assignment. Command includes the authority and responsibility for effectively using available resources and for planning the employment of, organizing, directing, coordinating, and controlling military forces for accomplishment of assigned missions (see FM 3-0).
3-2. Command is an individual and personal function. It blends imaginative problem solving, motivational and communications skills, and a thorough understanding of the dynamics of operations. Command during operations requires understanding the complex, dynamic relationships among friendly forces, enemies, and other aspects of the operational environment (OE). This understanding helps commanders visualize and describe their intent and develop focused planning guidance. Command is a specific and legal leadership responsibility unique to the military (see FM 6-22).
3-3. Control is the regulation of forces and WFFs to accomplish the mission in accordance with the commander’s intent (FM 3-0). Control is fundamental to directing operations. Commanders and staff both exercise control. Commanders and staffs must understand the science of control to overcome the physical and procedural constraints under which units operate. Control also requires a realistic appreciation for time-distance factors and the time required to initiate certain actions. It demands understanding those aspects of operations that can be analyzed and measured. It relies on objectivity, facts, empirical methods, and analysis.
3-4. Control of sustainment spans the strategic to tactical level. For example, the control of the flow of sustainment across all levels of war is crucial for supporting operations. It demands an understanding of sustainment functions and related systems that support all aspects of the distribution process. It also requires the availability of organizations, centers, and activities designed with the mission to control sustainment. As a result; Movement Control Battalions (MCB), DMCs, materiel management sections, and support operations (SPO) sections within sustainment commands are responsible this control. Brigades and battalions are primarily responsible for the control and coordination of distribution operations. These activities rely on a number of information systems to help control sustainment. Appendix A contains details on the various information systems.
Battle Command and Sustainment
3-5. Battle command is the art and science of understanding, visualizing, describing, directing, leading, and assessing forces to impose the commander’s will on a hostile, thinking, and adaptive enemy. Battle command applies leadership to translate decisions into actions—by synchronizing forces and WFFs in time, space, and purpose—to accomplish missions. Battle command is guided by the commander’s professional judgment gained from experience, knowledge, education, intelligence, assessment skills, intuition, and leadership. Figure 3-1 diagrams battle command.
3-6. The sustainment commanders must have broad perspective, understanding, and knowledge of sustainment activities throughout the operational area. They must share the visualization of the operational commander and then how to employ all elements of sustainment capabilities at their disposal in support of the operation. Then they must describe and direct how these capabilities are provided. The elements of battle command from the perspective of the sustainment commander are discussed below.
Figure 3-1. Battle Command
Understand
3-7. Understanding is fundamental to battle command. Sustainment commanders must first understand the supported commanders’ intent and concept of operations. They understand how and what the supported commander thinks. They specifically must understand the supported commander’s intent and concept of the operations then track developments and adjust plans as the operations unfold. Sustainment commanders must understand processes and procedures for the provision of sustainment, in relation to the operational environment and the resources available to them. They must understand the relationship between each of the WFFs and how sustainment impacts each. Sustainment commanders must also understand the flow of sustainment and the critical decision points at which they can effect or adjust resources based on changing mission requirements.
3-8. Understanding changes as operations progress. Understanding the changes to the operation allows the commander to choose and exploit METT-TC factors that best support the mission. Sustainment commanders build upon their understanding by collecting, storing, and sorting through information that impacts the operation. As a result, the sustainment estimate and commanders’ understanding have to be reviewed and re-evaluated throughout an operation. They use a variety of tools, methods, and resources to increase their understanding. A few are discussed below.
Relevant Information (RI)
3-9. RI is defined as information of importance to commanders and staffs in the exercise of C2 (FM 3-0). RI provides the answers commanders and staffs need to conduct operations successfully. Effective information management helps staffs collect and store information commanders need for better understanding and thus knowledge of the mission, task, or operation. For the sustainment commander, RI drives how he/she visualizes the concept of support. It aides the sustainment commander in determining what, when, and where support is needed. It helps commanders anticipate requirements and prioritize support for current and future operations. It also helps in understanding potential problem areas that may need resolving before impacting support.
Intelligence
3-10. Intelligence Preparation of the Battlefield (IPB) is a continuous staff planning activity undertaken by the entire staff to understand the operational environment and options it presents to friendly and threat forces. It is a systematic process of analyzing and visualizing the operational environment in a specific geographic area and for each mission. By applying IPB, commanders gain the information necessary to selectively apply and maximize combat power at critical points in time and space. Understanding intelligence data is critical to sustainment operations. Analysis of intelligence information may help commanders avoid potential enemy activity and threats. Sustainment Soldiers in many ways (such as convoy operations and support to stability operations) become a valuable source for collecting intelligence data which must be processed and passed through intelligence channels.
Liasion
3-11. Liaison is that contact or intercommunication maintained between elements of military forces or other agencies to ensure mutual understanding and unity of purpose and action (JP 3-08). The Liaison Officer (LNO) is the personal and official representative of the sending organization commander and should be authorized direct face-to-face liaison with the supported commander. LNOs must have the commander’s full confidence and the necessary rank and experience for the mission. Using an LNO conserves manpower while guaranteeing the consistent, accurate flow of information, coordination, advice, and assistance.
3-12. LNOs are essential for the sustainment mission for several reasons. Through monitoring of the supported command’s mission, the sustainment LNOs provide quick information on mission changes thus enabling responsive adjustments in support of the operation. The LNO enables sustainment command staffs and supported command staffs in their planning and coordination, thereby assuring unity of effort. The LNO is an important advisor to the supported commander aiding in the employment of sustainment assets.
Command Visits
3-13. Another technique used to facilitate understanding is command and staff visits with supported commands. It enables commanders to determine the implications of what is happening (situational awareness) and anticipate what may happen (commander’s visualization). It also establishes character, presence, and intellect (attributes of leadership) and instills competence. It enables commanders to see firsthand, the operational environment and the supported commander’s mission. As a result, discussion, comparison of views, and continuous study facilitates situational understanding. Sustainment commanders and their staffs obtain a better understanding of the requirements of supported units and the operational environment in which they operate. To maintain situational understanding, commanders talk with their peers, subordinates, superiors, and with their staffs, and with community and civilian agency leaders. This assures sustainment commanders are better able to integrate sustainment into operations, anticipate support requirements, and provide responsive and continuous support.
Information Systems
3-14. An information system is equipment and facilities that collect, process, store, display, and disseminate information. This includes computers—hardware and software—and communications as well as policies and procedures for their use (see FM 3-0). The commander uses these systems to collect information. Having access to these systems gives the commander a common operational picture (COP). The COP is a single display of RI within a commander’s area of interest tailored to the user’s requirements and based on common data and information shared by more than one command (FM 3-0).
3-15. For example, BCS3 provides support to commodity tracking, convoy operations, and the RSO&I process. The system also produces user-defined COP. BCS3 fuses sustainment information from numerous sources into one user-defined; mission focused and tailored, map-centric visual display. It provides graphics that are scalable to the display requirements of tactical, operational, and strategic users’ needs. It exchanges C2 information with Army Battle Command System (ABCS) and joint systems. It also integrates logistics and personnel services information required to manage sustainment operations.
3-16. Another example is the Movement Tracking System (MTS). MTS allows sustainment organizations to track, in real time, truck locations, communicate with the drivers, redirect cargo as required, and provide In-Transit Visibility. This capability also provides the ability to avoid identified hazards, inform operators of unit location changes, and provide Traffic Regulation and Control. MTS Control Stations are located in various sustainment C2 and staff sections to provide overview of convoy operations within a specified area. A discussion of MTS and other sustainment related information systems is in Appendix A.
Visualize
3-17. Visualization follows the commanders understanding. Commander’s visualization is the mental process of developing situational understanding, determining a desired end state, and envisioning the broad sequence of events by which the force will achieve that end state (see FM 3-0). Understanding helps the commander to pull all of the pieces of the puzzle together to build the picture in his/her mind. The sustainment commander’s visualization requires him/her to picture current and future operations and how to employ sustainment assets and resources in support. His/Her visualization takes into account several factors such as METT-TC, defining the end state, and determining the most effective method for employing availability of sustainment resources. He/She must also consider the principles of sustainment and the integration of the WFFs.
End State
3-18. The end state is a set of required conditions that defines achievement of the commander's objectives (JP 1-02). In terms of sustainment, determining the end state may be complex. For the sustainment commander, achieving the desired end state involves determining the most effective means for getting the supported commander what he/she needs, when he/she needs it, and where he/she needs it to conduct full spectrum operations.
3-19. As defined, sustainment is the provision of logistics, personnel services, and health services support to maintain the force until mission accomplishment. Commanders at each level (strategic, operational, and tactical) have different focuses and perhaps different definitions of end state.
3-20. At the strategic level, the sustainment commanders’ focus is on force readiness. The end state is the ability of a combat force to mobilize, deploy, sustain, redeploy, and reset. The key sustainment end state is continuous cycle of ensuring units are equipped, manned, and healthy to conduct operations globally. At the strategic level, the sustainment commander’s visualization may include, but not be limited to, what budget requirements are needed to fund readiness initiatives, and how to modernize forces to make them more combat effective while minimizing deployment resources. It may include things such as what forces are needed to support the GCC’s operation based on METT-TC and priority for employing sustainment forces to support theater operations. Another key end state may be determining what generating forces support is needed for the operating force.
3-21. At the operational level, the end state is more narrowly focused. While readiness is a critical factor, the sustainment end state at this level may be the distribution of sustainment to support the GCC mission. It is focused on continuity of support and how best to enable the operational reach of Army forces. It may also be how to be more responsive to the needs of the commander.
3-22. At the tactical level, the end state is the uninterrupted provision of sustainment to all units to support continuous operations in an assigned area. As a result, visualizing an end state is a continuous process and requires continuous monitoring of the situation. Commanders may make adjustments as the situation may rapidly change to any combination of offense, defense, and stability support.
Mission, Enemy, Terrain and Weather, Troops and Support Available, Time Available, and Civil Considerations (METT-TC)
3-23. The assignment of a mission provides the focus for developing the commander’s visualization. Commanders use METT-TC as a means for identifying mission variables.
Mission
3-24. The mission is the task, together with the purpose, that clearly indicates the action to be taken and the reason therefore (JP 1-02). Commanders analyze a mission in terms of specified tasks, implied tasks, and the commander’s intent two echelons up. They consider the missions of adjacent units to understand their relative contributions to the decisive operation.
3-25. Sustainment commanders must understand the supported commander’s mission. The supported commander establishes the priority of support. Since sustainment is generally provided to a designated area of operations, commanders carefully assess the operational mission to determine the types of units operating in the area and their sustainment needs. Results of that analysis yield the essential tasks that—with the purpose of the operation—clearly specify the sustainment actions required which then become the sustainment unit’s mission. The sustainment commander and staff work closely with the operational staffs to ensure the integration of sustainment with the operations and mission plans.
Enemy
3-26. The enemy may consider such sustainment operations, as convoys and medical evacuations, as relatively soft targets to attack. In the current operational environment, the enemy has used IEDs and ambushes on convoys as one of the methods to disrupt sustainment operations. To reduce this risk, sustainment commanders may develop, alter, and/or improvise plans and actions for avoiding potential sites for attacks. Understanding when and how the enemy is most likely to attack require detailed, timely, and accurate information. Effective intelligence, surveillance, and reconnaissance information is important for identifying threat capabilities and vulnerabilities.
Terrain and Weather
3-27. Terrain includes both natural and man-made features such as rivers, mountains, cities, airfields, and bridges. Weather includes atmospheric conditions such as excessive heat, cold, rain, snow, and a variety of storms. Terrain and weather significantly impact sustainment. It influences the sustainment commander’s decision and visualization for supporting operations. Sustainment commanders visualize the advantages and disadvantages afforded by terrain and weather. Natural terrain features may help conceal sustainment forces or operations. On the other hand, it may provide opportunities for enemy attack. Urban areas may provide more access to contract capabilities, but may also serve as bottlenecks for convoys or impede medical support. Weather likewise has advantages and disadvantages. For example, cloud cover may conceal sustainment operations from aerial attack while it may also hinder aerial delivery of supplies or MEDEVAC operations.
3-28. Terrain and weather also influences the type of sustainment provided. For example, urban operations may require increased quantities of small arms and crew served ammunition versus tank or artillery ammunition for open terrain. Weather factors such as heat or cold will increase the demand on supplies such as water or cold weather equipment. It may also increase incidences of disease and non-battle injuries (DNBI).
Troops and Support Available
3-29. Troops and support available is the number, type, capabilities, and condition of available friendly troops. These include resources from joint, interagency, multinational, host nation, commercial, and private organizations. It also includes support provided by civilians (FM 3-0). Troops and support available falls largely within the sustainment area and encompasses much of the sustainment commander’s visualization. Sustainment staffs track readiness including training, maintenance, logistics, health and welfare, and morale. They provide commanders with the required information to enable him/her to make decisions about his/her ability to execute assigned missions. Sustainment commands and staffs are responsible for ensuring required resources are available and replacements are requested to fill shortfalls.
Time Available
3-30. Time is critical to the responsiveness of all operations. Sustainment commanders must understand the time sensitive nature of operations and maximize all available time to get commanders what they need when they need it. A key consideration for sustainment commander’s visualization is the time it will take to get resources to supported commanders. There are numerous techniques sustainment commanders may use to resolve timing issues. One solution may be positioning support in proximity of the operations. Another solution is the ability to anticipate support requirements and initiate processes and procedures to begin the flow of support through the sustainment chain. In certain unique circumstances, the commander may have to improvise or take risk assuring critical support is provided. He/She may also direct by passing support nodes or aerial delivery or other means.
Civil Considerations
3-31. Understanding the operational environment requires understanding civil considerations. Civil considerations reflect man-made infrastructure, civilian institutions, attitudes, and activities. The civilian leaders, populations, and organizations within an area of operations influence the conduct of military operations. In instances where stability and offensive operations are concurrent, sustainment commanders may be required to provide support to civilian populations in addition to ongoing military operations, until other agencies or HNS is available. This may be particularly true during resettlement operations. Supporting such operations places heavy demands on sustainment forces and activities. Military movements, supply distribution, contracting, and other sustainment activities may be strained.
3-32. Commanders should avoid providing support to civilian populations that compete with economic factors in the community. For example, providing services to a population that take away from businesses or jobs may have an adverse effect on the local economy. Correspondingly, contracting for these services contributes to fostering local support and may boost the local economy. The sustainment preparation of the operational environment, discussed in Chapter 4, is one technique commanders may use to visualize civil considerations in support of operations.
Describe
3-33. The visualization process results in commanders describing to their staffs and subordinates the shared understanding of the mission and intent. Commanders ensure subordinates understand the visualization well enough to begin planning. Commanders describe their visualization in doctrinal terms, refining and clarifying it as circumstances require. Commanders express their initial visualization in terms of:
l Initial commander’s intent. Commanders summarize their visualization in their initial intent statement. The purpose of the initial commander’s intent is to facilitate planning while focusing on the overall operations process. The sustainment commander’s intent should reflect his/her visualization for supporting the operational commander. His/Her intent must integrate elements of the operational commander’s intent to ensure synchronization and unity of effort. The sustainment staffs must analyze the commander’s intent to ensure supportability of the operation.
l Planning guidance. Planning guidance conveys the essence of the commander’s visualization. It broadly describes when, where, and how the commander intends to employ combat power to accomplish the mission. Sustainment commander’s guidance conveys his/her vision for sustaining combat power. His/Her guidance may include such factors as the placements of sustainment assets to best provide responsive support. It may include guidance for supply rates or evacuation requirements. His/Her guidance may also establish priorities of support based on the missions within his/her designated support area. His/Her planning guidance ensures staffs understand the broad outline of his/her visualization while allowing the latitude necessary to explore different options.
l Commander’s Critical Information Requirements (CCIR). A commander’s critical information requirement is an information requirement identified by the commander as being critical to facilitating timely decision making. One of the staff’s priorities is to provide the commander with answers to CCIR. Some examples of CCIR for sustainment commanders may be: What are the consumption rates for various classes of supply? What and where are those supplies in the distribution pipeline? Where are the most likely casualties to occur and are there assets available to evacuate them? What type and where are personnel replacements needed? What is the maintenance status of critical combat equipment? While most staffs provide RI, a good staff expertly distills that information. It identifies answers to CCIR and gets them immediately to the commander. It also identifies vital information that does not answer a CCIR, but that the commander nonetheless needs to know. The two key elements are friendly force information requirements and priority intelligence requirements (JP 3-0).
l Essential elements of friendly information (EEFI). An essential element of friendly information is a critical aspect of a friendly operation that, if known by the enemy, would subsequently compromise, lead to failure, or limit success of the operation, and therefore should be protected from enemy detection. An EEFI establishes an element of information to protect rather than one to collect. For sustainment, a few examples of EEFI may include readiness status of units or critical personnel, equipment, and/or maintenance shortfalls. Other factors may be supply routes or schedules for resupply operations and locations of essential stocks or resources.
Direct
3-34. Commanders direct all aspects of operations. This direction takes different forms throughout the operations process. Commanders make decisions and direct actions based on their situational understanding, which they maintain by continuous assessment. They use control measures to focus the operation on the desired end state. Sustainment commanders direct operations by:
l Assigning and adjusting missions, tasks, task organization, and control measures based on the concept of operations of the supported commander and his/her priorities.
l Positioning units to maximize support, anticipate combat operations and changes to combat intensity, or create or preserve maneuver options.
l Positioning key leaders to ensure observation and supervision at critical times and places.
l Adjusting support operations to execute changed priorities based on exploiting opportunities or avoiding threats.
3-35. Sustainment commanders direct forces by issuing orders to subordinates. The orders issued may be verbal, written, or electronically produced using matrices or overlays. These orders may be of several types (see FM 5-0).
l An operation order (OPORD) is a directive issued by a commander to subordinate commanders for the purpose of effecting the coordinated execution of an operation (FM 5-0).
l The warning order (WARNO) is a preliminary notice of an order or action, which is to follow. WARNOs help subordinate units and staffs prepare for new missions.
l A fragmentary order (FRAGO) is an abbreviated form of an operation order (verbal, written, or digital) usually issued on a day-to-day basis that eliminates the need for restating information contained in a basic operation order.
3-36. Staffs assist the commander in providing control over and executing timely decisions for operations. Commanders and staffs are continually alert for opportunities to streamline cumbersome or time-consuming procedures. They provide RI to help commanders achieve situational understanding. One piece of information alone may not be significant; however, when combined with other information from the COP, it may allow the commander to formulate an accurate visualization and make an appropriate decision.
Sustainment Cell Roles
3-37. Modular force theater army, corps, and division headquarters have been realigned in accordance with the WFFs of Movement and Maneuver, Fires, Intelligence, Command and Control, Protection, and Sustainment. The WFF Cell – Sustainment combines many of the functions formerly found in G1, G4, G8, and Surgeon staffs, and the Engineer Coordinator (ENCOORD). These functions are now organized into a G1 Division, G4 Division, G8, Surgeon, and Engineer Division (see Figure 3-2 ).
Sustainment Staff Coordination
3-38. The sustainment staffs are responsible for providing staff support activities for the commander. The sustainment staff integrator monitors and coordinates sustainment functions between the sustainment staffs and other WFF staffs and advises the commander on force readiness. The sustainment staffs also coordinate with the corresponding sustainment commands and specialized functional centers (HRSC and FMC) for oversight of operations.
G-1 Staff
3-39. The G-1 staff is an element of Theater Army sustainment HQ and staff section of corps or division. At each command level, the G-1 is the senior HR advisor to the commander. The G-1’s mission is to ensure HR readiness and plan HR support in compliance with the commander’s priorities, intent, and policies. The HR mission is accomplished through a combination of direct communication with the USAHRC, G-1 and S-1 staffs at Theater Army, corps and division, and TSCs and HRSC.
3-40. The G-1 focus is establishing HR policy, priorities, and providing guidance and oversight for the HR functions. These functions include man the force, provide HR services, coordinate personnel support, and conduct HR planning and staff operations.
Figure 3-2. Notional Theater Army and Division or Corps Sustainment Cells
3-41. The G-1 coordinates through the TSC to the HRSC for personnel accountability (PA), reception, replacement, and return to duty, rest and recuperation, redeployment, postal, and casualty operations. The G-1 also advises the commander on the allocation and employment of HR support and units within the AOR (see FM 1-0). Other G-1 responsibilities include, but are not limited to:
l Coordinating HR functions across the entire JOA when serving as a Joint Task Force (JTF) Combined Force Land Component Commander/Joint force Land Component Commander (CFLCC/JFLCC) C-1/J-1 (see JP 1-0).
l Planning and integrating civilian personnel HR support.
l Incorporate unique Reserve Component programs and policies into theater HR programs.
G-4 Staff
3-42. The G-4 is the principal staff officer responsible for monitoring and advising on logistics within the Theater Army, corps, or division commands. At the corps and division, the G-4 also serves as the sustainment chief/integrator for the commander. The G-4 staff develops the logistics plan in support of the operational plan. The staff provides recommendations on a variety of command priorities including force structure, HNS, contracting support, materiel management, and movement control.
3-43. The G-4 staff may include divisions, branches, and specialized sections for supporting various types of operations. In addition, it may have joint and multinational capabilities for supporting requests for logistics support to joint and MNFs, U.S. Agencies, NGOs, and IGOs in the theater. These logistic requests are coordinated through the G-9 (Assistant Chief of Staff for Civil-Military Operations) or the civil-military operations center. The staff may also serve as the focal point for the coordinating LOGCAP and other contracting support.
G-8 Staff
3-44. The G-8 is the senior FM advisor to the commander at ASCC, corps, and division levels. The staff’s mission is to fund the force through the coordination and synchronization of resources against unit requirements. It provides advice and guidance concerning resources commanders and staff. It also synchronizes RM operations and performs management requirements as determined by the commander.
3-45. The G-8 performs the following functions:
l Acquires, manages, and distributes funds.
l Manages DOD resources.
l Plans, programs, and develops budget.
l Coordinates and supports accounting.
l Supervises and provides leadership to the G-8 staff.
l Estimates, tracks, and reports costs for specific operations to support requests to the U.S. Congress for appropriation.
3-46. The Army may be appointed the lead Service responsible for common FM support. If so, Army G-8 staffs ensure that RM, banking, and currency support are provided for joint interagency and multinational operations. The Army also provides financial analysis and recommendations to joint forces for the most efficient use of fiscal resources. FM provides the funding essential to support contracting requirements and accomplish joint programs.
Surgeon
3-47. A command surgeon is designated for all command levels. This medical officer is a special staff officer charged with advising on the AHS mission. The duties and responsibilities of command surgeons for HSS include: Advise the commander on the health of the command; plan and coordinate AHS support for units in theater; establish polices for care of non-U.S personnel; maintain HSS situational awareness; monitor troop strength of medical personnel; monitor medical logistics and blood management operations; and monitor medical regulating and patient tracking operations.
3-48. The duties of command surgeons for FHP include: coordinate for veterinary support for food safety, animal care, and veterinary preventive medicine; plan and implement FHP operations to counter health threats; recommend combat and operational stress control, behavioral health, and substance abuse control programs; advise commanders on FHP CBRN defensive actions; ensure the provision of dental services; and ensure a medical laboratory capability for the identification and confirmation of the use of suspect biological warfare and chemical agents.
3-49. The Theater Army surgeon ensures that all AHS support functions are considered and included in OPLANs and OPORDs. The surgeon is a full-time special staff officer answering directly to the Theater Army commander on matters that pertain to the health of the command. He/She coordinates for AHS support for both HSS and FHP. The Theater Army surgeon maintains a technical relationship with the MEDCOM (DS) commander and helps establish medical policy for the theater.
3-50. The corps surgeon is solely responsible for planning, coordinating, and synchronizing the AHS effort within the Corps AO. The corps surgeon maintains a technical relationship with the MEDCOM (DS) commander and helps establish medical policy for the AO.
Chaplain
3-51. The chaplain is a member of the commander’s personal staff. 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 coordinating staff officer exercises responsibility over the chaplain.
Judge Advocate General
3-52. The staff judge advocate (SJA) is a member of the commander’s personal staff. The HQ legal team participates in actions related to C2 of its subordinates. Command and staff functions include advice to commanders, staffs, and Soldiers on the legal aspects of command authority, command discipline, applying force, and the law of war.
3-53. Legal support to sustainment activities includes negotiating acquisition and cross-servicing agreements, SOFAs with host nations, combat contingency contracting, fiscal law, processing claims arising in an operational environment, and environmental law.
3-54. C2 is the exercise of authority and direction by a properly designated commander over assigned and attached forces. Sustainment commanders and staffs use C2 of sustainment units to provide support to operations. Sustainment commanders apply the principles of battle command-- understanding, visualizing, describing, directing, and assessing, to lead sustainment forces. They also use the variables of METT-TC to assist in visualizing support. The sustainment staffs of operational HQ conduct vertical and horizontal staff coordination. Sustainment staffs in Theater Army, corps, and divisions assist the commander in the operations process for providing support. Sustainment staffs at Theater Army are organized under a sustainment HQ element. At corps and division, the G-4 serves the dual role as G-4 and sustainment chief/integrator for the sustainment staff elements. A sustainment staff consists of the G-1, G-4, G-8, and representatives from the Surgeon, and ENCOORD. The chaplain and judge advocate general staff serves as personal staff to the commander.