Joint Pub 5-00.2 Joint Task Force Planning Guidance and ... - BITS

e. Representing the CJTF when authorized.
f. Ensuring the CJTF’s decisions and
concepts are implemented by directing and
assigning staff responsibilities when necessary
and reviewing staff actions.
g. Formulating and announcing staff
policies (e.g., message releasing authority;
procedures for developing, tracking, and
resolution of requests for information
[RFIs]; and appointment of a security
manager).
h. Maintaining a master policy file and
monitoring standing operating procedures
(SOP).
i. Ensuring required liaison is
established. Liaison personnel reporting to
the JTF HQ may fall under the cognizance of
the chief of staff. Liaison personnel from the
JTF HQ that are assigned to other headquarters
represent the JTF commander. As such, these
officers may also fall under the cognizance of
the chief of staff. The chief of staff may also
be assigned responsibility for information
management, establishing policies and
procedures that ensure the volumes of
information entering and being generated by
the staff are being collected, processed, and
disseminated in a manner that enhances the
functioning of the HQ staff and the JTF as a
whole.
7. Personal Staff of the
Commander
a. Personal staff and special staff of the
commander perform duties as prescribed by
the CJTF and handle special matters over
which the commander wishes to exercise close
personal control.
b. This staff may include (based on CJTF
guidance) the public affairs officer (PAO),
legal officer, chaplain, surgeon, inspector
Joint Task Force Organization and Staffing
general (IG), provost marshal (PM),
comptroller, political advisors, and others as
directed. Further explanation of the
responsibilities of a number of these offices
follows.
• Public Affairs (PA)
“From their inception, contingency
operations are high visibility. The
American/world publics, families of
Service members, the news media, and
the government have an insatiable
demand for information that must be
made readily and immediately
available.”
Joint Universal Lessons Learned
No. 70344-88264 (06186)
•• All operations conducted today will
have some type of media coverage; thus
the CJTF must be prepared for a tidal
wave of media representatives upon
arrival in the JOA — television cameras
are everywhere. (1) The CJTF or
representative should rehearse what is
going to be said to the media prior
to arrival in the JOA. (2) A
predeployment media relations
“refresher” will enhance the CJTF’s
ability to address varied interests and
agendas of both US and international
media. (3) Figure II-4 highlights lessons
learned for working with media
representatives based on experiences
during Operations RESTORE HOPE and
UNITED SHIELD in Somalia. These
lessons learned lay a solid foundation for
working with media representatives in
future JTF operations.
•• A media policy must be developed
before deployment. The media can be an
asset when dealt with on a professional
level.
•• To help in handling the media and
providing maximum coverage of all
II-13