NO. 18-06 LEADER’S GUIDE TO THE DIGITAL LIASON DETACHMENT DEC 2017
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Leader’s Guide to
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
iii
Foreword
The U.S. Army does not operate in isolation. Nearly every operation is
multinational partnered coalition force by our side. One key challenge when
operating with coalition partners is how to integrate relevant information
and display a common operational picture to continuously synchronize
operations in a changing and possibly degraded environment to ensure
Army with an overview of how to plan, train, and leverage the capabilities
of digital liaison detachments (DLDs) that render a critical capability for
mission command liaison and interoperability. Also included are operational
insights from Center for Army Lessons Learned (CALL) assessment teams
during exercises Anakonda 16 and Saber Guardian 17. DLDs are assigned
or attached to selected theater armies and Army Service component
commands. They are employed at theater armies or in support of corps
and division echelons. These teams provide an Army Forces (ARFOR)
commander with the capability to conduct liaison with subordinate or
parallel joint and multinational headquarters within the operational area.
The DLD provides Army representation inside the coalition partner
headquarters to assist in clarifying orders, interpreting commander’s intent,
and identifying and resolving problems involving plans, policies, and
procedures. Potential coalition partners may lack operational experience
in large-scale military operations and may not fully understand U.S. Army
doctrine and supporting tactics, techniques, and procedures. The DLD
provides the supported coalition partner with U.S. Army subject matter
SMEs assist the coalition partner in planning, executing, and assessing
military operations, and ensuring that the coalition partner’s operations are
adequately coordinated and synchronized with the operations of the overall
coalition force.
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Leader’s Guide to the Digital Liaison Detachment
Table of Contents
Chapter 1. Introduction to Digital Liaison Detachments 1
Chapter 2. Planning Considerations for Digital Liaison
Detachments
9
Chapter 3. Training Digital Liaison Detachments 23
Chapter 4. Digital Liaison Detachment Key Leader Perspectives 35
Chapter 5. Digital Liaison Detachment Insights 47
Chapter 6. Recommendations 55
Appendix A. Digital Liaison Detachment Functions, Locations,
and Organizational Structure
59
Appendix B. The 144th Digital Liaison Detachment Battle Book 61
Appendix C. Acronyms 93
99
Center For Army Lessons Learned
Director COL Michael F. Pappal
CALL Analysts Ralph Nichols
Scott Znamenacek
Contributing Authors SGM John D. Guido, CALL
SGM Michael T. O’Neill, CALL
Patrick Davis, TCM MC/CP
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CENTER FOR ARMY LESSONS LEARNED
The Center for Army Lessons Learned would like to recognize the
following organizations for their assistance:
•
Training and Doctrine Command-Capability Manager/Mission
Command/Command Post (TCM MC/CP)
•
2500th Digital Liaison Detachment, U.S. Army Reserve
•
2501st Digital Liaison Detachment, Republic of Korea
•
2502nd Digital Liaison Detachment, Republic of Korea
•
53rd Digital Liaison Detachment, New York Army National
Guard
•
144th Digital Liaison Detachment, Washington Army National
Guard
•
206th Digital Liaison Detachment, U.S. Army Reserve
•
207th Digital Liaison Detachment, U.S. Army Reserve
•
208th Digital Liaison Detachment, U.S. Army Reserve
•
209th Digital Liaison Detachment, U.S. Army Europe
•
230th Digital Liaison Detachment, Tennessee Army National
Guard
•
244th Digital Liaison Detachment, Illinois Army National Guard
•
291st Digital Liaison Detachment, Maryland Army National
Guard
•
930th Digital Liaison Detachment, Florida National Guard
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Unless otherwise stated, whenever the masculine or feminine gender is
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Note: Any publications (other than CALL publications) referenced in
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Chapter 1
Introduction to Digital Liaison Detachments
“With our allies and partners, we will make greater eorts to
coordinate our planning to optimize their contributions to their own
security and to our many combined activities.”
“The U.S. would likely need to count more on allied and partner
contributions in future confrontations and conicts.”
— Quarterly Defense Review, 2014
Background
Although the U.S. Army approved the current designation of digital
liaison detachments (DLDs) in 2009, small units with similar missions
have existed. The U.S. Army formed these units to provide liaison and
assistance to U.S. partners and allies during World War II, the Korean War,
inactivated and their experiences lost.
Lessons learned during Operation Desert Storm indicated the need to retain
these teams. Consequently, U.S. Army Training and Doctrine Command
the 1990s. Since the 1990s, these units have been variously designated as
mobile liaison teams (MLTs) and later as Army liaison teams (ALTs). By
1999, the Army approved a total Army force structure of one active, six
Army National Guard, and four U.S. Army Reserve ALTs, each with 23
people.
Simultaneously with the MLTs, combat support coordination teams (CSCTs)
were similar table-of-distribution-and-allowance organizations that were
assigned to the Eighth U.S. Army in Korea since the 1970s. Located with
and liaison for Combined Forces Command, U.S. Forces Korea, and Eighth
Army. Due to the nature of their duties, these teams had joint and Army
Korea (ROK) Army and Third ROK Army. CSCT 2 supported the Second
ROK Army. It had a sustainment and joint security area focus and served
the CSCTs served to facilitate coordination for U.S.-unique aspects of
2
CENTER FOR ARMY LESSONS LEARNED
During Operations Enduring Freedom (OEF) and Iraqi Freedom (OIF), the
Army employed numerous ALTs. U.S. Army Central (ARCENT) initially
used its 3rd ALT in OEF as well as multiple reserve component teams
with the International Security Assistance Force in Kabul. Several ALTs
were also used during OIF. During 2010 through 2015, teams were used
to provide personnel advice and assist units and joint border coordination
centers during OEF.
Army Liaison Teams in Afghanistan
“The 930th ALT was incredibly useful for coordination with a
multinational lieutenant general-level headquarters (International
Security Assistance Force) in a complex situation on a 24/7 basis.”
DLDs are the lineal successors of the successful Desert Storm MLTs, the
previous ALTs employed in OEF and OIF, as well as the former South
Korean-based CSCTs. In 2009, the DLD structure was a result of the
Strategic Review Committee 51 decisions and was subsequently approved
supported by standard Army systems and enlisted operators. DLDs fall
under the proponent of the Mission Command Center of Excellence at Fort
Leavenworth, KS, which is responsible for their force modernization and
doctrine.
Overview
Working closely with allies and multinational partners is a key and enduring
element of the U.S. national strategy. The U.S. frequently needs support
U.S. partners and allies often rely on extensive U.S. support during regional
partners is how to integrate relevant information and display a common
operational picture (COP) to continuously synchronize operations in a
action partner interoperability.
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Liaison between military headquarters allows commanders to integrate
military operations in joint, intergovernmental, and multinational
and communication required for partners and allies to accomplish their
critical capability for mission command liaison and interoperability.
Command, listens to the director general of the Burundian National
U.S. Army Africa/U.S. Embassy-Burundi joint Medical Readiness and
Training Exercise 15-1, a partnership event with the Burundi National
Defense Force. (Photo by SFC Matthew Chlosta,
7th Mission Support Command)
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CENTER FOR ARMY LESSONS LEARNED
DLDs are assigned or attached to selected theater armies and Army
Service component commands for employment at theater army or in
support at corps and division echelons. These teams provide an Army
Forces (ARFOR) commander with the capability to conduct liaison with
subordinate or parallel joint and multinational headquarters within the
operational area.
The DLD provides liaison capability between ARFOR, joint force land
component command/coalition forces land component command, joint
task force, subordinate headquarters, and multinational headquarters to
ensure communication, mutual understanding, unity of purpose, and action.
It provides a coalition partner with the interoperability link to integrate
and stimulate U.S. mission command systems and a synchronized digital
COP through the Army Battle Command System (ABCS) (i.e., Command
Post of the Future [CPOF], Army Field Artillery Tactical Data System
[AFATDS], Distributed Army Common Ground System-Army [DCGS-A],
Air and Missile Defense Workstation [AMDWS], and the Tactical Airspace
Integration System [TAIS]). Note: System integration issues are precisely
why a DLD is necessary. Stimulation of U.S. mission command systems is
done by DLD operators who manually enter information obtained from the
The DLD provides Army representation inside the coalition partner
headquarters to assist in clarifying orders, interpreting the commander’s
intent, and identifying and resolving problems involving plans, policies, and
procedures. Potential coalition partners may lack operational experience
in large-scale military operations and may not fully understand U.S. Army
doctrine or Army tactics, techniques, and procedures. The DLD liaison
These subject matter experts assist the coalition partner in planning,
executing, and assessing military operations and ensuring the coalition
partner’s operations are adequately coordinated and synchronized with the
operations of the overall coalition force.
missile defense — capable of providing advice and assistance to supported
partner units and ensuring rapid and more accurate communication between
headquarters. DLDs may have organic transportation but must receive
communications support, security augmentation, logistics/life support, and
medical support from theater army units. DLDs may require augmentation
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
The DLD may be employed as a single element for 24-hour operations
as a multinational coordination center or at a national level with a host
ministry of defense at a large multinational (corps or equivalent) or other
Service headquarters (i.e., a marine expeditionary force). When the situation
requires, supporting headquarters split DLDs into two less robust, but
equivalent 15-person liaison teams at two separated locations. The DLD
maintains contact with the host headquarters and exchanges information
through the ABCS (e.g., AFATDS, DCGS-A, CPOF, AMDWS, and TAIS),
therefore providing the capability to digitally receive, transmit, and interpret
The DLD LNO is dependent on and supported by a U.S. Army signal
element provided by the Theater Network Command. This signal element
provides the network structure to connect the ABCS of the DLD LNO team
elements of the DLD LNO team, through its networked ABCS systems,
provide the coalition partner headquarters with the capability to digitally
receive and transmit information.
The DLD uses joint and Army doctrine and regulations as appropriate to
accomplish its assigned role. It supports and expands on joint doctrine
Multinational Operations
Command and Control for Joint Land Operations,
24 FEB 2014. Field Manual (FM) 6-0, Commander and Sta Organization
and Operations, 05 MAY 2014, provides liaison fundamentals while Army
Regulation (AR) 34-1, Multinational Force Interoperability
provides Army policy for activities that contribute to multinational force
interoperability.
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Division Operations
DLDs provide the division commander with an augmentation liaison
element for major subordinate or parallel multinational headquarters. They
consist of teams with expertise and equipment in intelligence, operations,
the situation, facilitating coordination between multinational forces,
and helping cross-boundary information and operational support. These
30-Soldier detachments are essential for routine liaison and advising and
helping multinational partners conduct and plan operations at intermediate
tactical levels. These detachments operate as a single entity for liaison with
a major multinational headquarters, provide two smaller teams for digital
connectivity and liaison with smaller multinational headquarters, or can be
tailored to match a given mission.
1
Either as a tactical headquarters or as a joint force land component, the
division commands multinational forces. Normally, these forces are
under the tactical control of the division. Depending on the size of the
when the division commanded a brigade equivalent from that nation. The
division commander may deploy the tactical command post to the command
post of a large multinational formation to ensure the multinational force
has full connectivity with the division main command post. Normally, the
division receives a DLD to support this requirement.
2
Although the following DLD training vignette is notional, it presents a
a coalition COP.
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Vignette: Leveraging Digital Liaison Detachments
Although conducting joint and combined operations in ROK, the corps
the theater mission command architecture.
The DLDs, already stationed on the peninsula, recently received
augmentation with additional personnel from the National Guard. Both
detachments were equipped with full ABCS and additional linguists to
facilitate interoperability with ROK multinational partners. Note: The
allow the U.S. headquarters to share the corps COP with their Republic
of Korea Army (ROKA) counterparts. In addition, the DLD would need
to help translate the U.S. corps directives and orders to ensure coalition
operations could be executed.
communicate key information using a variety of mission command
systems.
The DLD capabilities enabled U.S. and the partner nation unit to conduct
operations, bridging both technology and cultural divides that allowed
the corps and theater army to accomplish the mission.
Insights
The additional personnel enhanced the DLD capabilities to help cover
potential gaps in the allied command structure and extend operational
enabled U.S. forces to mitigate risks through better force management and
U.S. allies. Additionally, the rapid changes in the security environment
created opportunities for the U.S. forces to strengthen alliances and build
capacity.
CENTER FOR ARMY LESSONS LEARNED
Although the partnered ROKA possessed digital command and control (C2)
capabilities, and actively participated in interoperability solutions with the
U.S. Army, the additional DLD capabilities helped achieve and sustain an
improved coalition COP by conducting the following:
•
Establishing a network-enabled, shared situational awareness
•
Improving C2 on the move (i.e., during maneuvers)
•
multinational partnered operations
•
•
•
Enhancing intelligence and information collection
Endnotes
1. Army Techniques Publication 3-91, Division Operations, 17 OCT 2014, page
1-76.
2. FM 3-94, Theater Army, Corps, and Division Operations, 21 APR 2014, page
6-2..
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Chapter 2
Planning Considerations for Digital Liaison
Detachments
Leaders at all levels face the reality of force and budget reductions,
increasing operational requirements, and an ever-changing global
situation. Although challenging, this environment provides the ideal
conditions to develop the leaders of tomorrow.
— GEN Robert B. Abrams, U.S. Army Forces Command
Planning for digital liaison detachments (DLDs) is an essential task as
units must consider multiple requirements for training and operational
deployment. As Army Doctrine Reference Publication (ADRP) 5-0, The
Operations Process, 17 MAY 2012, notes:
Planning is the art and science of understanding a situation,
of bringing that future about (Army Doctrine Publication
[ADP] 5-0, The Operations Process, 17 MAY 2012). Planning
helps commanders create and communicate a common vision
orders that synchronize the action of forces in time, space, and
purpose to achieve objectives and accomplish missions.
1
DLD leaders must consider train-up requirements, deployment planning,
and operational support to Army units. This support could include real-
world contingency support or exercise support. In addition, the challenge
for Reserve Component DLDs is complicated by multiyear training and
preparations to meet Army needs.
Planning Fundamentals
Planning is the primary mechanism to help commanders understand the
operational environment and develop solutions to problems. In addition, the
adapt to changing circumstances, task-organize the force, and prioritize
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CENTER FOR ARMY LESSONS LEARNED
Commanders focus planning
by providing their commander’s intent, issuing planning guidance, and
making decisions throughout the planning process. They are responsible
for applying discipline to the planning process to meet the requirements of
time, planning horizons, simplicity, level of detail, and desired outcomes.
Commanders ensure all operation plans and orders comply with domestic
and suitable for subordinates. Generally, the more involved commanders
are directives that emphasize to subordinates the results to be attained, not
2
In addition, they clearly convey the unit’s
mission, purpose, and commander’s intent without prescribing exactly
communicate an understanding of the operation to minimize the chances
of misunderstanding. Developing shorter, rather than longer plans aids
in maintaining simplicity while being easier to disseminate, read, and
quickly to changing circumstances by integrating opportunities for initiative
into plans by anticipating events.
Figure 2-1. Soldiers with U.S. Army Central’s DLD and 4th Infantry
Division discuss their experience partnering with Jordanian soldiers
SGT James Mason)
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Optimize available planning time. Time is one of the most critical
variables in operations. All planning requires the skillful use of available
time to optimize planning and preparation throughout the unit. Taking
more time to plan often results in greater synchronization. However, delay
in execution risks yielding an initiative with more time to prepare and act
ensure subordinates have enough time to plan and prepare their own actions
prior to execution. Commanders follow the one-third, two-thirds rule as
a guide to allocate time available, giving one-third of the time available
before execution for their planning, and allocating the remaining two-thirds
of the time available before execution to their subordinates. Planners must
also consider the use of collaborative and parallel planning to help optimize
available planning time. Collaborative planning involves commanders,
knowledge, perceptions, ideas, and concepts regardless of physical location
throughout the planning process. Parallel planning is the process in which
two or more echelons plan for the same operation and share information
sequentially through warning orders from the higher headquarters prior to
the higher headquarters publishing the operation plan or order. Because
several echelons develop their plans simultaneously, parallel planning can
of the planning and preparation processes. The commander’s situational
understanding may evolve over the course of operations as clarity of the
operational environment is increased. Often, assumptions made during
or deny enemy actions or the status of friendly forces may change as the
situation changes. In any of these cases, commanders identify the changed
Due to a DLD’s interaction with multiple levels of command up to
integrate plans and training to ensure events are scheduled and resourced
by the supported command. By doing this, the DLD leaders can focus the
3
The most common
framework involves the following three planning horizons: long-range, mid-
range, and short-range:
•
A long-range planning horizon covers a unit’s overarching training
plan over an extended time (typically years). It synchronizes
supporting units and agencies so that a unit can properly execute
its training events. It is graphically depicted on a unit training plan
calendar.
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CENTER FOR ARMY LESSONS LEARNED
•
horizon. It details the broad guidance for training events closer to the
training start.
•
prepare) prior to the start of training. (see Figure 2-2 from Field
Manual [FM] 7-0, Train to Win in a Complex World, for additional
details regarding planning horizons for training.
4
In addition, ADRP
5-0 has a detailed discussion on planning horizons.
5
Figure 2-2. Planning horizons for training
The long-, mid-, and short-range planning horizons generally have a longer
duration for Reserve Component units and typically span several years. For
example, the long-range planning horizon (and subsequent unit training
regular Army brigade, this would typically be one year. See Tables 2-1 and
2-2 from FM 7-0 for details on the amount of time needed by echelon to
ensure parallel and collaborative planning can be accomplished across the
force.
6
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Table 2-1. Planning horizons for training
Table 2-2. Reserve Component long-range planning by echelon
Meetings and Conferences
DLD planners should be prepared to attend multiple conferences to ensure
equities of the DLD are represented. These conferences integrate and
synchronize sourcing of global and resourcing requirements of units to meet
and synchronization of Sustainable Readiness Model execution.
7
One key event is the Army Synchronization and Resourcing Conference
(ASRC). At the ASRC, units may request DLD support for events such as
Security Force Assistance missions, or even support to joint exercises. The
outputs from the ASRC include synchronized resources, unit situational
templates, Army training laydown, combat training center calendar
issues and trends including visibility of meeting manning and equipping
aim points. The ASRC is also responsible for the coordination of other
equipping conferences, and Reserve Component mobilization center
coordination.
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CENTER FOR ARMY LESSONS LEARNED
Command Post of the Future software during exercise Dynamic Front
II at the 7th Army Training Command’s Grafenwoehr Training Area,
7th Army Training Command)
To further address future DLD requirements, the DLD commander and his
Event Life Cycle planning conferences, and local installation training
their resources are scheduled in accordance with the unit’s training and
deployment plans. In addition, attendance at these events gives the unit
an opportunity to discuss in detail what the DLDs do to support the Army
worldwide.
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Digital Liaison Detachment Employment Requirements
The following is a list of requirements for a DLD supporting an overseas
contingency with coalition/foreign forces integrated in the command
structure:
•
Exercise planning cycle
•
•
Communications exercise schedule
•
Linguist support
•
Security clearance considerations
•
Support for training exercises
•
Security augmentation (mission, enemy, terrain and weather, troops
and support available-time available and civil considerations [METT-
TC])
•
Logistic/life support (METT-TC)
•
Signal support
•
Medical Support
•
Deployment of a DLD headquarters versus digital liaison team (DLT)
•
Rules of allocation
•
Support package design
•
•
Insight: Attend the site survey of the training location, which is
conducted during plannning. The survey should focus on work/
response cell location, lodging, meal plan, and
transportation requirements.
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CENTER FOR ARMY LESSONS LEARNED
Sustainable Readiness and the Digital Liaison Detachment
Readiness Model.
The Army is changing the way we look at readiness
That is the perception, that the Army’s current force
as they leave their available period. As we look to the future,
the Army must adapt its force generation practices from those
based on combat deployment windows to balanced approach
that optimizes and promotes sustaining readiness. As such, the
Sustainable Readiness Model allows the Army to maintain a
viable and credible deterrence capability while also meeting
enduring requirements. The Sustainable Readiness Model will
requirements. In short, the Sustainable Readiness Model will
for the past decade and enhance the Army’s ability to preserve
the readiness of the force and balance the Army’s steady state
missions and contingency response requirements.
9
ensures the unit can maintain an acceptable readiness level at all times
acceptable may vary between organizations and is also based on the nature
of the unit’s anticipated deployment. As the Army must maintain immediate
responsiveness and deterrence along the spectrum of possible contingencies,
DLDs must be prepared to execute their mission, regardless of regional
alignments.
Service component command requirements. The culminating event for each
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
(Source: DLD conference slides)
CENTER FOR ARMY LESSONS LEARNED
packages (WTSPs). A WTSP is a complete, detailed, exportable package
integrating training products, materials, and information necessary to
support operating force training. WTSPs provide the actual details for
securing the materials, training venues, and other necessary resources
events supporting the Headquarters, Department of the Army-approved
mission essential task list (METL) for designated units. A WTSP is a
product that uses analysis, design, development, implementation, and
evaluation (ADDIE).
Figure 2-5. WTSPs relationship to CATS events
(Source: Department of the Army Training and Doctrine Command
Training Development in Support of the Operational
Domain
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
WTSPs are developed to support the operating force in execution of the
CATS task selection drives the need to develop or revise a WTSP. The
WTSP provides higher headquarters with information to allow the training
of the support materials necessary for the event planning and coordination
process. The more complex the event, the more robust the WTSP needs to
be to support it.
Planning Insights
•
extremely valuable to obtain information on the exercise, operation
plan, expectations of the DLD, billeting, and sustainment. It is
recommended that the operations chief also attend future planning
conferences, as that individual is uniquely trained and experienced
to actively participate in the planning process, provide insight on the
integration of the DLD, and provide that linkage in the planning and
preparation at home.
•
Two months is not adequate time between securing the mission and
execution. Two recent exercises in Europe, Saber Guardian 17 and
Anakonda 16, leveraged the lessons gained from prior exercises,
reducing the time needed to execute the mission. Both the supported
the support to meet operational needs and integrate the DLD into the
exercise.
•
Provide these standard operating procedures to the respective
operations group of a training audience.
•
Acquire maps annotating key main supply routes, infrastructures,
bridges, and key terrain features to provide a better understanding of
the operational environment including a short description, pictures,
and explanation of why they are important.
•
Build a relationship with higher headquarters and receive a concept of
operations brief from the G-3/33 as soon as possible.
•
Ensure all team chiefs make contact with their counterparts at higher
headquarters before the exercise execution no later than the midterm
exercise plan and have information for daily contacts during the
exercise (i.e., battle captain/major). Acquire phone numbers and email
addresses for points of contact as not everyone is available in the
Nonsecure Internet Protocol Router Network global address book and
not on the SECRET Internet Protocol Router Network.
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CENTER FOR ARMY LESSONS LEARNED
•
Attend and participate in the operation order backbrief with key
leaders.
•
Bring an organic unit network specialist to ensure technical
requirements are addressed and solutions are developed prior to
deployment.
•
Coordinate with the supporting special operations forces (SOF)
unit to understand its organizational and reporting requirements and
facilitate better coordination and synchronization.
•
opposed to the maneuver chief.
•
leader engagements between the opposing forces and U.S. forces.
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Digital Liaison Detachment Vignette
Home Station Training
Observation. Based on prior overseas deployments for training (ODTs)
and information obtained from the U.S. Forces Korea website and the
2501st DLD, the 244th DLD developed a training plan to meet theater-
Discussion. The 244th DLD developed a training plan over a three-
training [IDT]) to complete the various online requirements (survival,
evasion, resistance, escape 100.2; antiterrorism level 1; Department of
Defense isolated personnel report; etc.), DLD orientation brief, Exercise
in which the augmentees would train with the unit (12 FEB 2017 was
this unit’s scheduled periodic health assessment). Authorization was
obtained from the brigade and State headquarters for the change in dates
4 to MUTA 6 while at a home-station armory to provide adequate time
to execute the training plan. Even with the change in MUTAs, it took
until close of business during February’s IDT for everyone to complete
after approximately four hours in order to allow several individuals to
complete the online training.
Recommendation. The host unit should maintain an updated listing
information to access computers and networks, etc.) and provide the
information prior to the exercise. Being able to adjust the training
calendar, drill dates, and MUTA count paid dividends in executing the
training plan needed for this exercise and should be continued. The plan
needing to complete some of the predeployment training requirements. A
and working in a group, provided it is done with adequate time and
focus.
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Endnotes
1. ADRP 5-0, The Operations Process, 17 MAY 2012, page 2-1.
2. ADP 6-0, Mission Command, 17 MAY 2012, page 5.
3. ADRP 5-0, page 1-14.
4. FM 7-0, Train to Win in a Complex World, 05 OCT 2016, page 1-10.
5. ADRP 5-0, page 1-14.
6. FM 7-0, page 1-12.
7. Army Regulation (AR) 525-29, Army Force Generation, 14 MAR 2011, para 3-3.
2014 Green Book: Rebuilding and Sustaining Army
Readiness
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Chapter 3
Training Digital Liaison Detachments
“Training is the most important thing the Army does to prepare
for operations. Training is the cornerstone of readiness. Readiness
determines our nation’s ability to ght and win in a complex global
environment.”
— Field Manual (FM) 7-0, Train to Win in a Complex World,
05 OCT 2016
In order to deliver a capability to the supported commander, Army digital
liaison detachments (DLDs) must hone their training programs to address
internal training requirements and complete preparations to support a
designated headquarters element. The considerations listed in this chapter
may not be inclusive for all units and missions. The DLD commander and
activities.
training environments. The environment consists of conditions, supporting
resources, and time that enable units and Soldiers to train individual and
the conditions of the training event to create as much realism as possible.
Training resources can augment and enhance the training environment to
create a more challenging and complex training for all participating in the
event. Commanders must consider available training enablers to include
the integration of live, virtual, constructive, and gaming (LVCG) training
enablers. When properly planned and integrated, training enablers can
produce a powerful training multiplier that more closely replicates the
actual operational environment. A key consideration for commanders is the
time available to execute the training plan. A common theme is that there
is never enough time to train all tasks to the highest standard. Training
within the limits of the planning horizon drives commanders to prioritize
those select tasks. Well-planned and resourced training events can produce
exceptional results and ultimately increase training readiness.
1
24
CENTER FOR ARMY LESSONS LEARNED
Unit Training Management
First and foremost, unit commanders must consider the time and resources
needed to complete all required tasks. Each commander should determine
which tasks are essential and then assign responsibility for accomplishment
of those tasks. The concept of mission essential tasks (METs) allows the
commander to provide the unit with a battle focus.
A MET is a collective task on which an organization trains in order to
essential task list (METL) is a tailored group of METs and each MET
aligns with the collective tasks that support it. All company and higher units
have a METL and all organizations based on a table of organization and
equipment (TOE) have approved and standardized METLs. Standardized
unit METLs can be found in a number of repositories to include the Army
Training Network (ATN), Digital Training Management System (DTMS),
and Combined Arms Training Strategy (CATS).
2
•
Conduct expeditionary deployment operations in support of the
•
•
Perform predeployment maintenance activities. (Task No. 43-CO-
•
Conduct troop-leading procedures for companies. (Task No. 71-CO-
5100)
•
detachments. (Task No. 71-DET-0001)
•
Support the mission command operations process for detachments.
(Task No. 71-DET-5100)
•
Conduct command post operations for detachments. (Task No. 71-
DET-5200)
•
Integrate situational understanding through knowledge management
for detachments. (Task No. 71-DET-5330)
•
Provide the common operational picture for detachments. (Task No.
71-DET-5316)
•
Employ operational security measures for detachments. (Task No. 71-
DET-6111)
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
•
Conduct foreign disclosure procedures for detachments. (Task No.71-
DET-0003)
•
Integrate network operations for detachments. (Task No. 71-DET-
7255)
•
detachments. (Task No. 71-DET-0002)
•
Provide the common operational picture for detachments. (Task No.
71-DET-5316)
•
Process relevant information for detachments. (Task No. 71-DET-
5315)
•
Conduct security force assistance for detachments. (Task No. 71-DET-
7369)
•
Coordinate support for partner unit for detachments. (Task No. 71-
DET-4100)
•
No. 71-DET-0004)
•
Integrate linguistic support to a foreign military headquarters for
detachments. (Task No. 71-DET-3170)
consider other factors to ensure their training will be successful. These are
discussed on the following pages.
26
CENTER FOR ARMY LESSONS LEARNED
Resourcing Realistic Training
and synchronization cycle on their respective installation. In addition,
commanders may need to be prepared to conduct training on other
installations (for example, Army National Guard or Army Reserve units
and synchronization of required classes of supply; training aids, devices,
simulators, and simulations (TADSS); integrated training environment
(ITE); and training facilities. At a home-station training event, training
installation’s resource planning cycle are more likely to secure the right
training resources when they are needed to train.
3
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
One challenge for the Army National Guard and Army Reserve units is to
ensure that the right training resources are available. Reserve Component
units often coordinate with a variety of organizations for training
resources, facilities, and support. In addition to major installations, Reserve
Component units may have regional, state, or local capabilities that can be
leveraged to meet their training needs.
Additionally, Reserve Component units may also be required to coordinate
training plans with other reserve units or active duty units supporting their
training. For units with existing mobilization plans, commanders should
ensure the supporting installation training plan is updated. Understanding
the training resource cycles and conferences requires a knowledge of and
liaison with multiple facilities and training areas.
4
Insight: Leverage ATN for training information and solutions, available
online at https://atn.army.mil
Training Facilities
What facilities are available for unit training? To achieve a higher level of
any combination of these, and other training support tools, leaders must
operational environment and achieve a high degree of realism in training.
5
Facilities and their operations include mission training complexes (MTCs)
formerly battle simulation center/battle command training center/mission
command training center. Most MTCs provide individual operator training
on Army Mission Command Systems (ABCS) and support for collective
simulation and gaming-based training exercises. With oversight from
the Mission Command Training Support Division, the MTCs provide
LVCG TADSS in addition to integrating architecture and synthetic terrain
(synthetic environment core) support. In order to support exercises, the
MTC is also equipped with common hardware platforms (dual-purpose
computers) to support training needs. This growing capability is available at
CENTER FOR ARMY LESSONS LEARNED
Training Products
To accomplish the required training, the unit may need a number of
objectives, the unit may need to order products from the next higher
headquarters and possibly the headquarters two levels up. Operation orders,
fragmentary orders, and other types of orders can be generated prior to
the exercise and by the higher control cell during the training event. The
dynamic development of orders during the event allows exercise control
personnel to adjust conditions so the training audience can accomplish as
many training objectives as possible.
Insight: The local installation training support center provides
customers with state-of-the-art TADSS. These training enablers
enhance unit training by adding realism and/or providing instruction
that is not otherwise available. The training support center will support
all units and activities of the active Army and Reserve components.
When planning the exercise, the unit should attempt to replicate the
operational environment to the highest degree. This often includes the
development of exercise databases. Making the determination regarding
databases can present numerous challenges as real-world intelligence and
external participants.
Training and evaluation outlines (T&EOs) are the output of the
development of the collective tasks and are created prior to the start of
the exercise. They provide summary information concerning collective
task training and individual and leader training tasks that support the
successful execution of collective training. T&EOs also provide information
concerning evaluation standards applicable to a training situation.
6
A T&EO
conditions the task or drill is performed, and how well a unit must perform
the task or drill.
Training Services
what enablers can be used to enhance the realism of the training event. The
following is a list of capabilities that may assist the unit to create an optimal
training environment.
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Opposing forces (OPFOR). OPFOR play a critical role in most training
events. The OPFOR’s role in an exercise may be two-fold. In addition
to executing the enemy plan, OPFOR leaders may also act in a neutral
capacity for exercise controllers and the exercise director to ensure the
training unit’s objectives are being met.
7
The OPFOR also rehearse the plan
before executing the training event. The OPFOR rehearsal ensures the plan
Observer controller/trainers (OC/Ts). OC/Ts observe units during
training exercises to control the training unit’s environment and to provide
feedback during the after action review. The observation and assessment
plan captures unit performance as it is executed and enables leaders and
trainers the opportunity to evaluate the unit as action unfolds. This plan
also includes OC/Ts walking the training areas to ensure task execution by
the unit.
9
During execution, leaders and OC/Ts perform evaluations using
T&EOs to record a unit’s performance.
10
External evaluation (EXEVAL) support/authority
11
the training events by using CATS. This strategy enables planners to
develop training since it provides a proponent-recommended strategy. CATS
CATS solution over known, actual calendar requirements.
12
tasks as well as on the unit’s overall training readiness assessment based
next higher commander before the unit commander formally assesses
commanders to coach and mentor subordinates.
13
30
CENTER FOR ARMY LESSONS LEARNED
Insight
following:
•
The higher commander two levels up approves and resources
•
•
external OC/Ts. The senior OC/T can be from an adjacent unit
within the higher command of the unit evaluated.
•
The higher commander trains and evaluates METs and battle tasks
to include battle drills.
•
T&EOs are the objective basis of the evaluation.
•
action review.
•
The formal commander one level up discusses with the unit
readiness reporting units (see Army Regulation [AR] 220-1,
Army Unit Status Reporting and Force Registration-Consolidated
Policies, 15 APR 2010).
Role players. Most exercise venues, including simulations, require
interaction between the training unit and noncombatants. Role-player
incidents, which require close coordination among OPFOR, role-players,
and exercise control.
Exercise control/wrap-around. The exercise control divisin synchronizes
and manages the stimulation of training units during the execution of the
are not designated as primary training units (higher headquarters support,
response cells, work cells, etc.) are properly trained and rehearsed in
preparation for the exercise. Exercise control manages the synchronization
and timing of exercise master scenario events list injects. Based on the
guidance of the exercise director, chief controller, and operations group
chiefs, exercise control ensures training units have an opportunity to meet
their training objectives and outcomes.
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Simulation Support — Live, Virtual, Constructive
All training events require some form of training support. Conducting
training using LVCG enablers along with other training support capabilities
is not a new method of training. LVCG simulations and simulators provide
support to home stations and the Maneuver Combat Training Centers.
ways to achieve quality multi-echelon, combined arms training at home
station.
14
•
Live training is real people training in a real environment.
•
Virtual training is real people training in a simulated environment.
•
Constructive training is simulated people and equipment operating in a
simulated environment.
The ITE combines and connects key training enablers (TADSS) in a
consistent manner to train combined arms operations and mission command
according to the commander’s training objectives.
16
Insight: Program digital sustainment training on all digital systems in
Training Considerations
must consider what challenges will impact the unit’s ability to train. Some
constraints or limitations that may (or may not) be able to be mitigated.
•
Proximity to training sites. If training is not available locally, how
much time and funding are required to travel to training locations?
•
Availability of training resources. What training resources are
required to accomplish the unit’s METs? If resource shortfalls exist,
can they be mitigated by other training options (virtual or distant
learning)?
•
Resource constraints or limitations. Is the unit currently manned and
funded adequately to accomplish the training and support missions as
directed?
•
External evaluation resourcing. How is the Army going to resource
funding, but support personnel requirements and taskings (i.e., OC/T
support packages).
32
CENTER FOR ARMY LESSONS LEARNED
•
Regional subject matter experts. Current METs do not reference any
requirement for regional expertise. In an optimal situation, regional
alignments will accompany an assigned METL.
•
Limited METs. At this time, limitations with current MET framework
•
DSCA. Army National Guard DLDs may have responsibilities to
support DSCA missions in their support to U.S. Army North and their
associated state. Units should consider development of METs that are
aligned with this mission.
•
DLD METs. The DLD community of interest needs to review all
related METs. Consider that to change the title of the MET is an
quicker.
•
Institutional support
that DLDs need to maintain readiness levels to support the Army. To
meet these shortfalls, the Army must build the institutional model and
Insights
•
be an afterthought. The DLD should be integrated as they would for
operational deployment (and worst case embedded as a response cell).
•
The lead planner should attend all weekly web-based working groups
(i.e., exercise planning team in progress review) with the Mission
Command Training Program.
•
At the exercise planning events, attend at a minimum the command,
control, communications, computers, and intelligence working group
•
•
plan, mission, intent, task organization, operational graphics, key
tasks, and an end state to the DLD no later than the initial exercise
plan to assist with integration into the higher headquarters mission.
•
Arrive early for the exercise to ensure digital systems are present and
function properly.
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Endnotes
1. FM 7-0, Train to Win in a Complex World, 05 OCT 2016, para 1-47.
2. FM 7-0, para 1-47.
3. FM 7-0, para 1-56.
4. FM 7-0, para 1-77.
5.The Home Station Handbook to Leveraging Training Support to Train at Home
Station, November 2013. Online at https://atn.army.mil/media/docs/Home%20
Station%20Handbook%2020NOV13.pdf.
6. U.S. Army Training and Doctrine Command Pamphlet 350-70-1, Training
Development In Support Of The Operational Domain, 24 FEB 2012, page 9.
7. Training Circular (TC) 7-101, Exercise Design
9. FM 7-0, para 3-27.
10. FM 7-0, para 3-30.
11. FM 7-0, para 3-49
12. FM 7-0, para 2-52
13. FM 7-0, para 3-51.
15. Handbook for Leveraging Training Support to Home Station, November 2013.
Online at https://atn.army.mil/media/docs/Home%20Station%20Handbook%20
20NOV13.pdf.
16. Leader’s Guide to Training in the Integrated Training Environment. Online at
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Chapter 4
Digital Liaison Detachment
Key Leader Perspectives
The primary focus of the digital liaison detachment (DLD) is to achieve
and maintain a coalition common operational picture (COP) to enhance
situational understanding and interoperability. As DLDs become integrated
across the Army, the challenge of planning and executing the digital liaison
Center for Army Lessons Learned (CALL) conducted in March 2017 with
The unit is subordinate to Third Army and is based at Shaw Air Force Base,
SC. This exchange provides keen insights regarding mission, composition,
and challenges associated with coalition multinational operations in a
complex operational environment.
Key Concepts of the Digital Liaison Detachment Mission
DLDs are relatively new in the Army’s force structure. The commander
noted that the 2503rd DLD is one of 15 DLDs; it was activated on 16 OCT
out of all DLDs, only three consist of active duty personnel and two support
the defense of the Korean peninsula.
The mission of the 2503rd DLD and all others entails being a mission
the Army Battle Command System (ABCS). The commander listed the
air and missile defense (AMD) cell, intelligence cell, sustainment cell,
and maneuver cell. Included with each section are the requisite mission
command systems that go with them, such as the Advanced Field Artillery
Tactical Data System (AFATDS), Air and Missile Defense Workstation
(AMDWS), Command Post of the Future (CPOF), Distributed Common
Ground System-Army (DCGS-A), etc. He noted that DLDs primarily serve
action partners. For example, the DLD may be attached to a designated
embedded, its objective is to help the organization understand the COP
being produced by the coalition forces land component command (CFLCC)
or theater army.
36
CENTER FOR ARMY LESSONS LEARNED
The DLD pushes the CFLCC COP to the supported COP and in return takes
action partners may not have the digital capabilities of U.S. forces, so the
DLD becomes the intermediary to send electronic data back and forth. The
commander noted that many times, the organization in which his DLD is
embedded is completely analog (map boards and charts). The DLD then
takes the information and populates the COP so the theater army has a better
The commander addressed the challenges of being a small organization,
(MTOE). He stated that due to MTOE allocations, his organization does
not have the means to plug systems into the actual network. He instead
must rely on the theater army to provide capabilities for the DLD, such as
mission to be a success, he must rely on the theater army to provide security
and linguist support. Neither is authorized on the DLD’s MTOE.
Figure 4-1. LTG Michael Garrett (left), Commanding General,
Force Base, SC. (U.S. Army photo by SGT Victor Everhart Jr.)
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Redundancy is a key capability for the DLD. The commander noted his
detachment has two sets of every system and can deploy two teams of 12
to 15 Soldiers to replicate the similar missions. However, if operating with
to man the cells. Noting there are many ways to utilize the DLD, The
commander highlighted that his unit is relatively new and other DLDs are
more familiar with what they do because of their longevity. He commented
that:
we do with a lot more diverse population in the perspective
have a transnational organization that pulls them all together
like NATO in Europe, we are looking at having to potentially
types of digital communication systems. We are there to help
bridge that gap in making their systems interoperable with
Digital Liaison Detachment Deployments
As noted, the 2503rd DLD is one of three active DLDs. Of the 12 DLDs
in the National Guard and Reserve, the Combined Arms Center (CAC),
is the proponent for all DLDs. Additionally, CAC has established dedicated
relationships between the respective Guard and Reserve units with existing
corps and Army Service component commands as every theater army is
supposed to have at least one DLD in support. The commander commented
that within the U.S. Army force structure and U.S. Central Command
(USCENTCOM), the 2503rd DLD and the 206th DLD in Columbia, SC,
are in direct support of ARCENT. In addition, the 207th DLD, stationed at
Fort Bragg, NC, provides secondary support for ARCENT. Relationships
are important. The commander noted that due to proximity, his unit is
building a relationship with the 206th DLD. This has included face-to-face
relationship has grown to the point that the 206th DLD will help source
some of the 2503rd DLD’s requirements as a presence is built in Kuwait.
CENTER FOR ARMY LESSONS LEARNED
The commander stated:
The intent is to have at least a fully functional team on the
ground and to have a warm base with several members from
presence when we conduct many exercises that we are using
our G-37 (exercises and theater security cooperation) to
help link up with so that we can develop better relationships
Third Army commander’s priorities. Our guys can be here in
Kuwait forward at all times.
rotation in 120 days. The 206th DLD would be essential to completing
it deployment opportunities while still having that base forward. The
commander commented that he would be rotating personnel to theater
and back to home station. He did not believe any personnel would be
on temporary change of station orders and the longest deployment time
would be no more than 120 days. Although rotating two personnel at a
time has a smaller presence, the detachment would be able to maintain
unit administrative requirements, such as property book holders being
able to inventory equipment in theater and items left at home station. The
commander noted both he and the SGM would not be exempt from travel
into theater.
Regarding use of the reserve component DLDs, The commander
commented on the use of DLDs to support U.S. Army Europe (USAEUR)
and the frequency of National Guard and Reserve DLD deployments to
assist with exercises in Europe, similar to the 2503rd DLD’s support to
ARCENT. He expected that as the DLD mission develops, the DLD meets
the commander’s intent and, with the priority nations, develop and improve
relationships with some potential partners.
Network Challenges
Connectivity is critical for the DLD to accomplish its mission. The
partners as a cross-domain solution to enable collaboration on the SECRET
Internet Protocol Router Network (SIPRNET). The system also has phone
39
LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
and Exploitation System (BICES) in Europe or the Combined Enterprise
system USCENTCOM will use with these partner nations in theater.
One key capability is the CPN the signal cells use to establish
communications in theater. This includes connecting to SIPRNET and
the Nonsecure Internet Protocol Router Network (NIPRNET) in a remote
too much capability. We don’t really need that much, but the CPN really
To execute its mission, the DLD must connect to the command’s data
dissemination server. This server is the core of all data distribution in theater
and supports strategic, operational, and tactical linkages. To support the
theater’s requirements, a CPN must be requested for a full DLD, but smaller
packages such as a digital liaison team (10 to 12 personnel) would probably
need only a snap terminal.
Insight: When accessing a CPN, DLDs must either request a router
assembly or a personal router to plug into the command’s network.
The ability to deliver the highest level of support can be challenging.
The command team commented there were often struggles with video
teleconference capability. In addition, it noted a signal router assembly as a
key shortage on the MTOE. This router assembly is where the DLD in the
tactical operations center (TOC) connects all mission command systems.
The team runs one line from the router to the CPN at the G-6, where
support (also known as a triple S) is requested, then the router is provided
to support strategic through tactical communications. Despite the equipment
specialist [military occupational specialty 25B]) who connect the DLD
devices to the network established by the expeditionary signal support team.
40
CENTER FOR ARMY LESSONS LEARNED
Equipping the Digital Liaison Detachment
Based on the challenges to request needed equipment, the DLD leadership
was asked about equipment shortfalls and methods to obtain the needed
capabilities to fully support its designated theater. The commander noted the
early DLD models had all the necessary pieces and components. However,
to move the new design through the total Army analysis process, some
that an operational needs statement would provide immediate sourcing in
the short term. The other option is to include equipment requirements in
recommended MTOE changes to MCCoE so that as the proponent, it
appropriate equipment, DLDs may not be able to fully meet the command’s
some redundancies and spares to loan to the DLD.
Insight
the inclusion of a router assembly. Extra sets of communications
DLD, especially when conducting split-based operations with two DLD
teams.
Currently equipped with a Deployable Rapid Assembly Shelter (DRASH),
the DLD was missing a critical component, a display capability. Currently,
DRASH TOC systems utilize a command center system. This piece of
equipment connects to the Command Post of the Future (CPOF) and allows
and control set, no one can see the current state of operations. In addition,
the ability to share the COP with other nodes, such as the contingency
command post or the joint task force, is hindered.
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
For equipment automation (laptops, etc.), the DLD has a package at Shaw
Air Force Base. However, the sergeant major noted, when the DLD is
deployed, that capability does not deploy with them. The DLD has acquired
some additional computers imaged for the SIPRNET and NIPRNET. In
addition, the sergeant major highlighted that printers are not MTOE items
and often the DLD must rely on emailing documents to others for printing
when in theater. To reconcile this equipment shortfall, the sergeant major
recommended that automation capabilities should be part of the DLD
deployment package, therefore separating equipment used in garrison from
A and this is everything that is in it. You have your computers, all your
automation, and this is what is going to get loaded up on the plane. That’s
what we don’t have now, and I feel that is an important thing to have. We
As the Army now relies on vast amounts of power for electronics and
environmental support, power generation is critical. The DLD’s DRASHs
come with environmental control units that provide heating and cooling.
The entire package can be moved with a high-mobility multipurpose
wheeled vehicle, which can also provide minimal power generation for the
the DLD was not authorized any 10 or 15 kilowatt (k) generators, leaving
where two environmental control units developed problems. The DLD
was able to get one working and replaced the other, but ran on a single
generator to power the entire TOC. It is critical to ensure when forward
deployed that a redundant power source is in place in case one generator
becomes inoperative. As a digital liaison, the DLD must have power to
support the command to include all components from the generator, to the
power distribution box, and all the cables. Coming up with a power plan is
important for an expeditionary TOC.
Insight: DLDs must have a power generation plan that facilitates
uninterrupted conduct of operations for an expeditionary TOC. Ensure
it includes power generation equipment (10 and/or 15k generators),
power distribution box, and supporting cables. Codify requirements
in tactical standard operating procedures. Develop battle drills
accompanied by equipment checklists (troop-leading procedures), and
rehearse them in training prior to deployment.
42
CENTER FOR ARMY LESSONS LEARNED
Supporting the Digital Liaison Detachment
Besides equipment requirements, it is the people that make the DLD
run. For such a small organization, the DLD’s personnel skill sets are
widespread. As with equipment shortfalls, personnel shortages can present
vehicle mechanic (skill level 20). To support all unit maintenance needs, the
DLD needs a maintenance support team that includes a generator mechanic
to ensure power generation is uninterrupted. But the DLD must compete
with other units asking for similar personnel. Therefore, within the Army
logistics structure, the DLD needs to ask if there are enough mechanics
to support all the requirements. In addition, the DLD is not authorized
any prescribed load list (PLL) (i.e., repair parts) or bench stock. Without
any PLL, the DLD would not be able to conduct rapid repairs to essential
PLL should include wheeled vehicle and generator equipment. To sustain
communication, the information technology specialist may require extra
power cords, hard drives, and the tools it takes to build the wires.
Resources Command (HRC) plays a large role. HRC assigns personnel on a
semi-annual manning cycle. Based on an activation e-date of 16 OCT 2016,
with equipment, this leaves little redundancy. For example, the DLD only
13F). The commander noted:
When it comes to artillery, I need that 13F to run the
Advanced Field Artillery Tactical Data System (AFATDS).
When it comes to intelligence, I need the 35Fs. I am
authorized two, but I have none right now because they just
enlisted side has not caught back up with manning us with our
Soldiers.
Another personnel area of concern for the 2503rd is branch immaterial
43
LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Insight: Conduct predictable analysis with the G-1 to reach out and
obtain personnel for billets that will be open in 12 months. If the unit
misses the manning cycle and tries to source out of cycle, it may have
able to leverage contingency operations for active duty operational support
(COADOS) orders to obtain two 90A logistics branch captains. These are
required some in-processing, but this fell in line with the process the 2503rd
established for Kuwaiti operations. The unit has also requested a 14A
has been submitted as another COADOS request to the Army Reserve
Engagement Cell for sourcing from either the Army Reserve or Army
National Guard.
To operate, sustain, and maintain the DLD, the budget must be addressed.
The commander noted standing up a DLD unit costs more in operations and
maintenance than the average mission force protection Level II operating
unit. He further commented that the standard budget the Army gives to units
for a DLD formation is around $66,000 per year for the unit’s operations
and maintenance budget. As discussed earlier in this chapter, there are extra
equipment and supplies the DLD must purchase that are not sourced on the
MTOE. In addition, there is extra training the detachment must accomplish
to establish immediate baselines. The commander detailed the training
resourcing challenges:
to get the budget, it was about midyear. I submitted the budget
with $66,000, we reviewed the objective-T training cycle and
what we wanted to do for this type of unit out at MCCoE last
for Reserve and Guard units, and then we did the plan for the
active duty units. If you looked at all those training events we
had to accomplish, you are eating up well over $66,000 just
to get us through the training events. At least maintain our
trained and ready status that we need for it.
44
CENTER FOR ARMY LESSONS LEARNED
Budget is a concern. I know everyone wants more money,
but $66,000 for a unit — that is a very low number when you
look at just the maintenance alone. Consider the services and
routine maintenance that we have to do throughout the year
for the vehicles to be ready. Now we are conducting split-
based operations, so we are able to try and take advantage
of the opportunities we have here in theater with the theater-
funded allocations from the Army. It doesn’t come out of our
base, but those things should always fund what is going on
over here. The allocated amount of $66,000 is not enough to
maintain the readiness level we need to obtain.
adds to the personnel and training challenges. The DLD is not authorized a
the DLD must ensure all Soldiers are subject matter experts. The
commander iterated:
We need our NCOs to get a little bit more training than the
for our senior NCOs that we can get. Right now, we have
none, but we will still need to be able to work some deals to
get guys into some classes. It would be an easier sell if we had
those ASIs on our MTOE.
To further highlight the need for ASI is the need for a digital master gunner.
Only one digital master gunner is authorized by ASI for the unit. This was
a major topic during the DLD commander’s conference. The Reserve and
Guard units commented that they sent as many people as possible to the
digital master gunner and the mission command digital command master
gunner class to train the NCOs on the systems. The DLD has only one slot,
but the leadership noted that they needed to spread the knowledge among
the senior NCOs.
Another slot needing greater emphasis is the signal master gunner. The
2503rd has two 25B10 specialists as signal master gunners, which is more
training and a higher level for them. The commander noted that operations
stay connected, and the DLD needed an understanding of more complex
issues as technology advances. The sergeant major commented that one slot
should be at least a sergeant (25B20). As an NCO with more experience and
training as an example. He highlighted the need for signal master gunner,
systems security professional as baseline training.
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
For the DLD sustainment personnel, the commander felt that due to
partner-nation missions, the logisticians needed to understand support
operations Phase 2 and joint/multinational logistics training. Although the
DLD is only authorized one ASI 3C operational contract support specialist,
that requirement could be spread through the entirety of the four-man
logistics cell in order to do split-based operations. In addition, the single
With the medics, The commander commented that they don’t just need to be
combat medics or basic medic trained, but need advanced medical training
such as trauma training.
Finally, for military intelligence personnel, the Army Foundry Intelligence
Training Program will pay for a lot of training, but not all. The goal is to
send them to more specialized schools to keep the intelligence training
current.
exercise and we are crawling, we are crawling pretty fast, we are still
manned at about 50 percent. The past two weeks, we actually picked up our
DRASHs, our environmental control units, our systems, inventoried them,
and signed for them. We are doing a lot more with a lot less. I am really
proud of the guys doing that. They worked really hard. Six months from
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Chapter 5
Digital Liaison Detachment Insights
Any time you can get nations together to train together, we learn from
each other. That interaction enhances our interoperability, enhances
our readiness, and makes sure that we are better prepared to maintain
the peace here in Europe
— MG Timothy McGuire, Deputy Commander, U.S. Army Europe,
Saber Guardian 2017 Remarks
Saber Guardian 17
Exercise Saber Guardian 17 (SG17) was a U.S.
European Command, U.S. Army Europe-led annual
exercise that took place in Hungary, Romania, and
Bulgaria in the summer of 2017. This exercise
involved over 25,000 Service members from over
20 ally and partner nations. Some of the more
notable aspects of SG17 include the massing of the
3rd Armored Brigade Combat Team, 4th Infantry
Division, from several locations across the Operation Atlantic Resolve
Romania, and Bulgaria, and the movement of 2nd Cavalry Regiment from
1
Supporting the Center for Army Lessons Learned (CALL) exercise
Mission Command/Command Post (TCM MC/CP)
2
observed and collected
data during SG17 at the Novo Solo Training Area, Bulgaria, from 09-21
detachments (DLDs) and mission command interoperability. The following
observations provide relevant insights on the conduct of the DLD during
SG17. The observations are not all inclusive.
At SG17, the 230th DLD (Tennessee Army National Guard) deployed
to the exercise location and augmented a Bulgaria mechanized brigade
headquarters. The DLD operated in an analog mode with its multinational
partners.
CENTER FOR ARMY LESSONS LEARNED
Division connectivity. The DLD is designed to operate at division level
division level in analog mode, it is important for the DLD to keep digital
connectivity/relationship with the division. The division-level connectivity
to populate an analog common operational picture (COP). Two skill sets
and areas of training become important to the DLD with the observation
above: Digital skills must be maintained with DLD personnel, and analog
skills must be maintained by DLD personnel.
Insight: Ensure DLD personnel receive training to keep current on digital
trained in analog areas (e.g., map skills). More senior personnel are advised
to train on current or recent developments in technology.
DLD composition. The DLD was not deployed doctrinally, as noted by
its support mission to a Bulgarian Army mechanized brigade headquarters
assigned to Multinational Division-Southern Europe (MND-SE). The
of U.S. Army-embedded personnel or a team serving side-by-side with
their partner. Perhaps a separate organized embed team (with a dual role
generating interoperability with non-digital partners and using DLDs in
their doctrinal role at higher operational levels.
Insight: Deploy DLDs at a higher echelon (strategic or operational level
and no lower than division level) to facilitate situational awareness and
situational understanding with multinational partners. If teams from the
DLD are required at lower echelons, they should be based on operational
necessity and tailored to the mission in order to facilitate a multinational
Deployment Equipment Requirements. The DLD did not bring an Army
Battle Command System and could not provide a digital COP or support
command. Communications were done via chat, email, and telephone.
Insight
equipment (MTOE) to provide full liaison capability and digital linkage
with multinational partners.
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Analog Requirements. All actions performed were analog. Members of
the DLD had no or limited previous analog experience. They were able
to learn and practice analog methods, a skill required for operations in a
disconnected, interrupted, or limited bandwidth scenario. In addition, not
all partners possess digital capabilities, so being able to understand analog
processes better facilitates understanding partner operations.
Insight: DLD personnel require training not only with MTOE Army Battle
Command System (ABCS), but require analog skills to fully understand
multinational partners.
Organic Communications. At SG17, organic communications capabilities
were discussed with leadership of the DLD. Senior personnel, to include
communications equipment should not be made available to DLD units.
They did not favor DLD organic communication equipment due to an
increased footprint, additional personnel, associated communication
equipment training, and additional coordination. The DLD leadership
host nation or current U.S. Army units on the ground. With no organic
communications equipment, the DLD must coordinate with the gaining unit
prior to arrival regarding communications equipment needs.
Insight: This subject may require further discussion among the DLDs.
However, the SG17 DLD leadership did not desire to integrate a capability
for organic communications equipment into the units. It may be a
to multinational partners, desire more or less capability for organic
communications equipment.
. Language issues hindered some of the DLD
challenging.
Insight
multinational partner.
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CENTER FOR ARMY LESSONS LEARNED
System cross-training
they individually took it upon themselves to become cross-trained on
various ABCS. Medics learned Command Post of the Future (CPOF)
and Advanced Field Artillery Tactical Data System (AFATDS), operators
learned Tactical Airspace Integration System (TAIS), etc. This provided
depth and agility for deploying section personnel as required for the
mission.
Insights
being cross-trained on more than one ABCS system.
Awareness of DLD capabilities. The DLD is a critical element to facilitate
situational awareness and situational understanding, the exchange of the
with multinational partners at the strategic and operational levels. Many
U.S. Army units are unfamiliar with what a DLD is and what it does (i.e.,
roles, responsibilities, and relationships) and therefore do not plan for
proper use of the DLD early enough in the mission planning process.
Insights: Strategic messaging is needed to educate and inform leaders of
the DLD capabilities present for the command and how to properly use the
assets for success.
Planning for DLD utilization. Because the DLD is a small and unknown
entity, there is a common misunderstanding across the U.S. Army of the
DLD mission and purpose. This may lend itself to a wandering mission
set for DLDs in the planning stages for exercises (and actual operations).
If host nations do not understand the mission and purpose of DLDs, then
scenario. In cases of little or no prior liaison for DLD familiarization,
Additionally, there is little to no understanding of the support a DLD will
need upon arrival in the area of operations.
Insight: Additional strategic communications are needed on the DLD
mission and purpose to active duty units. The DLD conducts liaison to
about the DLD. DLDs may need the following items for support upon
arrival in an area of operations: linguistic support, security augmentation,
logistics support, signal platoon support, and medical support.
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Anakonda 16
Exercise Anakonda 2016 (AN16) was one of U.S.
Army Europe’s premier multinational training
events that leveraged a Polish national exercise
to train, exercise, and integrate Polish national
command and force structures into an allied, joint,
and multinational environment. The exercise
involved more than 31,000 participants from 24
nations including Albania, Bulgaria, Canada,
Croatia, Czech Republic, Estonia, Finland, Germany, Hungary, Latvia,
Lithuania, Macedonia, Poland, Romania, Slovakia, Slovenia, Spain,
Sweden, Turkey, the U.K., and the U.S.
3
During the exercise, the 244th DLD, Illinois Army National Guard; the
209th DLD from Wiesbaden, Germany; and the 2500th DLD from Vicenza,
Italy, were assigned the mission to provide liaison capability between
Lithuania, Hungary, and the Polish Brigade Headquarters and the 4th
Infantry Division (4ID) to ensure communication, mutual understanding,
and unity of purpose. The following observations document some of the
unique issues and challenges experienced by the DLDs during the exercise.
Assignment of mission to DLDs. The DLD was assigned to participate in
Anakonda six to seven months prior to the exercise, but the liaison mission
with the 4ID and Polish Land Component Command (LANDCOM) was not
locked until early April 2016, two months prior to execution. Two months
is not adequate time between securing the mission and execution. Saber and
Anakonda are biannual exercises, with Anakonda building on the lessons
gained from Saber. This allows adequate planning time, tailoring the support
to the operational needs and integration of the DLD into the exercise.
Insight: The DLD must be utilized during multinational exercises and
programmed early within the planning cycle.
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CENTER FOR ARMY LESSONS LEARNED
Liaison support to division headquarters. The 4ID served as a
subordinate division to the Polish LANDCOM in Krakow during Phase
I and then to Multinational Corps-Northeast (MNC-NE) during Phase II
of the exercise. The Illinois Army National Guard’s 244th DLD assigned
digital liaison with the Polish 17th Mechanized Brigade in Warsaw during
both phases. The doctrinal template had the U.S. and Polish forces in
Polish forces had developed digital systems comparable to the U.S. Army
Command Post of the Future (CPOF); therefore, the DLT utilized the host
nation’s systems (Polish Mission Network, email, and telephone). These
systems were unreliable and a COP could not be obtained. The DLT had no
prior interaction with 4ID or the 17th Mechanized Brigade, but this did not
Insight: Utilization of a DLT was valuable to the operations between
the Polish 17th Mechanized Brigade and 4ID. In similar situations, this
should be maintained. Integration of the DLT early in the planning would
provide the DLT with clearer understanding of the operation, resolve
any communication issues prior to the exercise, and aid both parties in
identifying reporting requirements. At a minimum, the higher headquarters
should have been given standard operating procedures to provide basic
reporting requirements. Even with the Polish having comparable systems,
down.
Liaison support to the Polish LANDCOM. The 244th DLD provided
liaison between U.S. brigades and the Polish LANDCOM in Krakow
during Phase I and then to MNC-NE during Phase II. The 244th DLD
(headquarters and DLT+) was primarily utilized during Phase I as the agent
to push taskings and information from LANDCOM to subordinate units
and responses back. There was no digital requirement, as the unit utilized
the Polish systems. Other than providing the 4ID commander’s feedback
during the daily brief in the event the video teleconference was inoperable,
the DLD primarily provided liaison between the 4ID’s subordinate
brigades and LANDCOM rather than between the division headquarters
and LANDCOM. As mentioned in the previous topic, there was no prior
interaction between the DLD with 4ID or LANDCOM. This did not
during Phase I, the DLD had no requirements during Phase II, which were
remained with the Polish 17th Mechanized Brigade while the remainder
of the force sought out a mission and secured training opportunities with
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Insight
for a DLD after Phase I and retasked them where needed. DLD doctrine
must provide insight on the utilization of the DLD when the U.S. is the
subordinate unit.
Knowledge management. Material utilized and products developed during
the exercise were not retained post exercise. The operational security
requirement by Poland did not allow capturing lessons learned or other
information to aid in future DLD development.
Insight: Within operational security requirements, methods must be put
into place to capture the lessons learned for future DLD operations. It must
be considered whether the current system on the DLD MTOE adequately
provides the requisite tools to meet the requirement.
The following are additional insights on the utilization of the 244th DLD
during AN16:
•
A DLD should have been assigned to liaison between MNC-NE and
LANDCOM providing the connection between the NATO systems
and the Polish Mission Network, then between MNC-NE and its
subordinate divisions.
•
If the task organization during Anakonda is the template utilized in a
true operation, it would be critical to habitually train in that manner.
This allows for identifying and reducing any disconnects that would
Endnotes
1. http://www.eur.army.mil/SaberGuardian/
2. TCM MC/CP is a subordinate organization to the Mission Command Center
of Excellence (MCCoE), Capabilities Development and Integration Directorate
(CDID).
3. http://www.eur.army.mil/anakonda/
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Chapter 6
Recommendations
detachments (DLDs) as enablers.
•
authorizations, specialized training, and mission command equipment
(radios and mission command information systems). LNOs continue to
tactical level for conducting planning, coordination, synchronization,
and integration of UAPs. Specialized training is required such as
cultural, language (especially if conducting regionally aligned forces
missions and/or security assistance training), and familiarization with
the UAP decision-making process. Consider developing a language
translator application that provides real-time translations of voice/
text for the most common languages. The application uses regional
•
Develop and implement a standard mission partner environment
(MPE) framework. The shift to the MPE reduces barriers that
exist between a U.S.-only network and individual coalition partner
networks. An MPE framework will allow joint, interorganizational,
and intergovernmental security settings) to receive common data
and synchronization as one mission partner team. The Army
should improve the capability for a shared and tailorable common
operational picture (COP). This should be done between mission
the MPE framework to rapidly share (via automated means) COP
of the intended recipient. In addition, the Army must ensure mission
command information systems (MCISs) operating on the network are
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CENTER FOR ARMY LESSONS LEARNED
•
Improve the U.S. implementation of the Multilateral Interoperability
Programme (MIP) to allow backwards compatibility with older
versions of the MIP. The MIP provides exchange of basic COP
data with the corresponding command nodes for military forces of
other MIP member nations. Not all MIP member nations are on the
same version of the MIP software, which creates an interoperability
challenge between Army command nodes and the command nodes for
military forces of other MIP member nations.
•
Improve tactical radio cross-banding capabilities that allow cross-
banding of U.S. tactical radios with those of UAPs. Tactical radios
remain a primary means for tactical voice communications below
brigade level. Radio cross-banding remains the current material
coalition waveform.
•
cell capability. In working with coalition partners in developing
nations, often the primary means of communications is unprotected
conversations with coalition partners would allow better coordination
and synchronization with coalition partners, especially during stability
operations and humanitarian assistance.
•
Establish a common baseline for communications systems to integrate
Artillery Tactical Data System) capabilities.
•
Deploy DLD teams doctrinally at operational and strategic levels to
•
Deploy DLDs with their organic digital communications equipment so
they will not have to rely on augmentation, or in worst case scenarios,
have to resort to analog means.
•
Execute mission command on one network with accessibility to all
multinational partners in order to facilitate and sustain a coalition COP.
•
Leverage all forms of liaison elements to bolster improved situational
awareness and situational understanding with multinational partners,
communication with other liaison elements helps maintain the COP,
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
•
Establish and codify a primary, alternate, contingency, and emergency
(PACE) plan in DLD unit standard operating procedures and/or a
battle book, and rehearse the plan in training prior to deployment to
improve analog skills. This is vitally important because, depending on
the threat environment friendly forces may face in combat operations,
there is a possibility that digital communications may be either
jammed and/or degraded in the operational environment for periods
of time. Developing individual and DLD team prowess with analog
disrupting the battle rhythm.
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Appendix A
Digital Liaison Detachment Functions, Locations,
and Organizational Structure
•
The detachment headquarters provides command, control, and
coordination of the detachment’s mission, training, administration,
and logistical support; plans, coordinates, synchronizes, integrates,
and provides force health protection to the detachment; and provides
joint, allied, and coalition partners.
•
and operational details for the teams when providing mission support;
coordinates reporting to higher headquarters and adjacent units as
required; maintains the situational status and common operational
pictures; and determines and sets guidance for exchanging information
with supported joint, allied, and coalition partners.
•
The intelligence team provides and maintains the joint, allied, and
coalition intelligence picture and determines the level of details that
can be provided to supported units.
•
information that can be shared.
•
The logistic team coordinates with the supported units for additional
support required and determines the deployment and redeployment
schedules and coordinates those activities.
•
The air and missile defense team coordinates with joint, allied, and
coalition counterparts for air defense information and determines the
level of information that can be shared.
•
The signal team coordinates with the supported units for connectivity
issues and concerns, sets communication thresholds as appropriate,
and ensures that the digital connectivity is established so that joint,
allied, and coalition partners can receive timely information to conduct
operations.
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CENTER FOR ARMY LESSONS LEARNED
Figure A-1. Digital liaison detachment functions, locations,
and organizational structure
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Appendix B
The 144th Digital Liaison Detachment Battle Book
This battle book/standard operating procedure provides a way to conduct
digital liaison detachment (DLD) operations to achieve interoperability
while conducting coalition military operations. It is not all inclusive.
Introduction. The purpose of this battle book is to provide a foundation
for DLD to conduct operations. This should be a living document where
constant updates should be made.
Acknowledgement. The basis of this book is largely drawn from multiple
DLD battle books.
Table of Contents
Section 101: Digital Liaison Detachment Overview
Section 102: Liaison Activities
Section 103: Mission, Core Tasks, Mission Essential Task List
Section 104: Headquarters Section
Section 105: Operations Section
Section 106: Fires Section
Section 107: Intelligence Section
Section 109: Air and Missile Defense Section
Section 111: Mission Command Work Station/Command Post of the Future
Section 112: Sample Battle Board
Section 113: Area of Responsibility
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CENTER FOR ARMY LESSONS LEARNED
Purpose. This section provides an overview of the DLD
Proponent
References. Army Techniques Publication 3-94.1, Digital Liaison Teams,
(to be published in NOV/DEC 2017)
DLDs are assigned or attached to selected theater armies and Army Service
component commands (ASCCs) for employment at theater army or for
support at corps and division level to enhance common understanding (see
Figure B-1). These teams provide an Army Forces (ARFOR) commander
with the capability to conduct liaison with subordinate or parallel joint
and multinational headquarters within the operational area (see Figure
B-2). The core mission of the DLD is to enable mission command and
advice and assistance to supported units and ensuring rapid and accurate
communications between headquarters. DLDs have organic transportation.
However, DLDs must receive communications support from theater army
capabilities of the previous Army liaison teams.
Figure B-1. Common understanding
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
When embedded with a host force, DLDs provide the core coordination
center between a U.S. combatant commander and a parallel host-nation
force. In this arrangement, the DLD would ideally be augmented by host-
nation personnel to serve as a coordination center. The DLD commander
to a host-nation counterpart at the corps or Army level, and would manage
(AMD), and logistics sections of the DLD could provide the core of an
operations center and provide information exchange between all liaison
enable mission command through accurate situational awareness. The DLD
would remain independent and collocated with its host-nation partner to
provide in-person representation for the U.S. joint force commander and
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CENTER FOR ARMY LESSONS LEARNED
of information in support of current operations and the coordination of
combat support and combat service support assets. The personnel manning
the liaison operations center are responsible for ensuring all resources are
in a sometimes fast-paced and austere environment. Each member of the
coordination center must understand the overall function of the liaison
operations center, and how they can individually and collectively contribute
to the overall function.
The DLD provides digital liaison capability to Army units (theater army,
corps, and division headquarters) for connectivity with allied and coalition
force units and other U.S. Services. The DLD provides:
•
headquarters
•
Digital information management and communications interface
capability for U.S. systems with a host headquarters
•
U.S. headquarters representatives inside a supported coalition
headquarters to facilitate mission command by clarifying orders,
identifying and resolving issues
•
intelligence, sustainment, and air and missile defense
•
Army Battle Command System (ABCS)
During the defense support to civil authority mission, the DLD can task-
organize to conduct liaison activities between the State headquarters, joint
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Figure B-3. DLD organization
66
CENTER FOR ARMY LESSONS LEARNED
Figure B-4
Figure B-5
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Figure B-6
Liaison Activities
Liaison is that contact or intercommunication maintained between elements
of military forces or other agencies to ensure mutual understanding and
Interorganizational
Cooperation, 12 OCT 2016). Liaison helps reduce uncertainty. Most
commonly used for establishing and maintaining close communications,
liaison continuously enables direct, physical communications between
commands. Commanders use liaison to enable mission command and
between organizations, preserving freedom of action, and maintaining
answers to operational questions, therefore enhancing the commander’s
to the common operational picture and execution between the sending
headquarters and the receiving headquarters. In addition to passing
information, liaison personnel can add meaning and context to the
Commander and Sta
Organization and Operations, 05 MAY 2016)
CENTER FOR ARMY LESSONS LEARNED
Liaison activities augment the commander’s ability to synchronize and
focus combat power. They include establishing and maintaining physical
contact and communication between elements of military forces and
following:
•
•
•
Synchronization of lethal and nonlethal operations
•
Understanding implied or inferred coordination measures to achieve
synchronized results
DLDs establish the liaison operations center. There are three basic liaison
operations center functions:
1. Receive information.
Receive messages, reports, and orders from subordinate units and
higher headquarters.
Monitor the tactical situation.
Maintain and update unit locations and activities.
Monitor the enemy situation.
Maintain the status of critical classes of supplies.
Track the status of requests for information from supported units.
2. Distribute information.
Submit reports to higher headquarters.
Serve as a communications relay between units.
sections.
3. Submit recommendations to the commander.
Submit recommendations to the commander based on information
available and analysis conducted.
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Each of these functions is critical and interrelated. The order in which
these functions occur may vary at times. These functions and tasks are not
or small group of individuals. Each individual within the liaison operations
center serves a role that ultimately contributes to the accomplishment of
these functions. Before personnel can contribute, they must possess a clear
understanding of the liaison operations center mission.
List
DLD Mission
Federal. The DLD conducts liaison to enable mission command and
State. The DLD augments the homeland response force (HRF) command
and control (C2) during domestic operations in order to support civilian
agencies in response to chemical, biological, radiological, and nuclear
(CBRN) events or natural disasters. The following are DLD core tasks:
•
Establish a liaison presence between the assigned headquarters and
host headquarters.
•
•
Develop rationalization and standardization agreements as required to
•
Act as the forward information exchange and coordination center for
joint forces.
•
Conduct rapid assessment and coordination of operational situations
between headquarters.
•
Move information between assigned unit headquarters, supported, and
adjacent unit headquarters.
•
Represent the supported host headquarters inside the assigned
headquarters.
•
Provide project and program liaison support, as required.
•
current and future operations.
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CENTER FOR ARMY LESSONS LEARNED
The following are METLs with supporting collective tasks:
•
Conduct expeditionary deployment operations in support of the
Conduct troop-leading procedures for companies. (71-CO-5100)
(71-DET-0001)
Conduct foreign disclosure procedures for detachments. (71-DET-
0003)
Support the mission command operations process for detachments.
(71-DET-5100)
Conduct command post operations for detachments. (71-DET-
5200)
Provide the common operational picture for detachments. (71-
DET-5316)
Integrate situational understanding through knowledge
management for detachments. (71-DET-5330)
Employ operational security measures for detachments. (71-DET-
6111)
Integrate network operations for detachments. (71-DET-7255)
•
0002)
(71-DET-0004)
Integrate linguistic support to a foreign military headquarters for
detachments. (71-DET-3170)
Coordinate support for partner unit for detachments. (71-DET-
4100)
Support the mission command operations process for detachments.
(71-DET-5100)
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Process relevant information for detachments. (71-DET-5315)
Provide the common operational picture for detachments. (71-
DET-5316)
Conduct security force assistance for detachments. (71-DET-5316)
The DLD provides the HRF C2 with trained personnel to augment in the
areas of operations, planning, logistics, communications, and personnel
support. The DLD also provides personnel to act as liaisons and medics.
DLD Soldiers will train on the following collective takes to support the 10th
HRF’s mission:
•
Conduct intratheater deployment and redeployment of forces within
the joint operations area (Operational Level [OP] 1.1.2):
CBRN consequence management command and control (Marine
Corps Task 6.4.5.1)
Conduct Tactical Deployment/Redeployment Activities (Army
Tactical Task [ART] 1.1.2)
•
Provide C2 (OP 5):
Conduct tactical deployment/redeployment activities. (ART 1.1.2)
Provide operational sustainment. (OP 4)
Provide logistics support. (ART 4.1)
Provide personnel support. (ART 4.2)
Conduct composite risk management. (ART 6.10.1)
Integrate information. (OP 5.1)
Conduct command post operations to support tactical operations.
(ART 5.2.1)
Establish the information network and information systems. (ART
5.3.3)
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Headquarters Section. The headquarters section provides mission
command to the DLD. The headquarters section ensures all administrative
functions pertaining to the overall operation of the DLD are planned,
coordinated, and executed. The headquarters section establishes contact
with the host headquarters to coordinate administrative matters.
Headquarters Section Functions
The functions of the headquarters section include, but are not limited to the
following:
•
Organize the sections of the DLD for conduct of daily operations.
•
Ensure all incoming messages routed to the DLD are screened and
distributed to the appropriate sections.
•
are retained in the journal.
•
Reproduce and disseminate documents to various other sections.
•
Provide administrative, maintenance, and medical support as needed.
•
•
Coordinate with the host organization for support.
•
Maintain accountability of DLD personnel.
•
Coordinate signal support provided to the DLD.
•
Deploy, connect, and support organic communications, the Army
Battle Command System (ABCS),S and other equipment into
•
Develop and maintain a common operating picture, tracking DLD
operations and requirements.
Commander
commander has the responsibility of personally representing the
commander, Army Forces (COMARFOR) and coordinating his interests
with the host commander. The relationships between the DLD commander,
COMARFOR, host commander, and other Service and coalition
representatives is critical. A major component of a well executed liaison
plan is the trust built through close personal relationships. The art of liaison
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
order to liaise with other government agencies, foreign governments,
partners. The DLD commander’s responsibilities include the following:
•
Establish the DLD.
•
AMD, and logistics assets with those of the host command.
•
Ensure ARFOR operations are supported by coordinated planning and
execution with the host command.
•
ARFOR, joint service, and coalition force headquarters into the DLD.
•
•
AMD, and logistics assets with those of the host command.
•
commander regarding coordination activities.
•
Build a working environment that supports the COMARFOR priorities
and causes the host commander to seek out the DLD commander’s
advice.
•
include the following:
•
Supervise the DLD in the absence of the commander.
•
•
When conducting split detachment operations, serve as the senior
•
by the DLD commander.
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Chief operations sergeant (sergeant major). The chief operations
sergeant is assigned duties by the DLD commander as both his senior
enlisted advisor and the senior operations sergeant of the DLD. The chief
Recovery Agency and Personnel Recovery Managers Course. The duties
and responsibilities may include the following:
•
the host command.
•
Supervise establishing of DLD operations.
•
Establish shift plans in the teams.
Detachment sergeant. The detachment sergeant performs duties assigned
by the commander for the conduct of DLD activities, which include the
following:
•
sergeant and supervise headquarters section personnel.
•
Supervise administration and logistics for the DLD.
•
Coordinate DLD life support needs with the host command.
•
Help establish communications and automatic data processing links
with designated headquarters.
•
When conducting split detachment operations, serve as the senior
enlisted liaison NCO to the host command.
Unit supply sergeant. The supply sergeant performs duties assigned by
the chief operations sergeant or sergeant major for the conduct of DLD
activities. These supply duties include the following:
•
Responsible for the overall supervision of DLD unit supply
and performs duties involving requests, receipt, storage, issue,
accountability, and preservation of individual, organizational,
installation, and expendable supplies and equipment.
•
Establishes and maintains property accountability procedures for the
DLD.
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Wheeled vehicle mechanic. The wheeled vehicle mechanic is responsible
for performing preventive checks and services on all assigned equipment in
the DLD. The wheeled vehicle mechanic duties include the following:
•
Provides and coordinates training to ensure all Soldiers are trained on
performing operator-level maintenance on assigned vehicles.
•
Performs duties as master driver for the DLD.
•
Advises the DLD commander on all maintenance issues in the DLD.
•
Maintains a power generator and its associated equipment.
•
Provides training on proper operation on all power supply equipment
in the DLD.
•
Ensures vehicles and associated equipment is prepared for deployment
in support of all DLD operations.
•
Requests necessary repair parts.
•
Augments supported headquarters maintenance facility when not
required at the host location.
Trauma specialists. The trauma specialists are responsible for all medical
operations and equipment within the detachment to include the following:
•
Supervise and oversee all medical activities within the detachment.
•
Provide and coordinate training for all combat lifesavers in the unit.
•
Maintain adequate medical support for the entire unit.
•
Receive, distribute, and maintain adequate medical supplies needed in
support of all operations.
•
Routinely conduct inventories, inspections, and preventive
maintenance checks and services on all medical equipment assigned to
the unit.
•
Supervise the medical evacuation plan during all operations.
•
Coordinate with the host unit in resolving medical issues for DLD
personnel.
•
Augment the supported headquarters medical facility when not
required at host location.
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Senior information systems specialists. The information systems
specialists’ primary responsibility is to establish and troubleshoot the
communications-electronic links from the DLD to the ARFOR and other
designated agencies. These personnel also serve as drivers for the DLD
commander and deputy. Vital to performing these duties is having the
following experience or training:
•
Army Global Command and Control System (AGCCS)
•
ABCS
•
Associated software protocols
•
Responsibility for scheduled and unscheduled maintenance on all
ABCS and associated equipment
•
Ability to provide and coordinate training to ensure all Soldiers are
trained on necessary software and assigned ABCS hardware.
•
Advising the DLD commander on all information systems issues in the
DLD.
•
Ensuring that ABCS equipment is prepared for deployment in support
of all DLD operations.
•
Assisting in performing preventive maintenance checks and services
on wheeled vehicles and associated equipment in the DLD.
Operations and maneuver section. The DLD operations and maneuver
section consists of maneuver personnel who collocate with current and/
or future operations personnel of the host command. The operations
section also monitors the host plans cells. The team ensures that host
current operations are synchronized with current ARFOR operations. The
team employs digital information systems to support the coordination
and execution of current operations including a digital update of current
situation graphics. Functions of the operations and maneuver section
include, but are not limited to the following:
•
Monitor execution of the host command’s current and future
operations in regard to planned ARFOR land force operations.
•
Obtain the current friendly ground force situations from the ARFOR
G-3 operations sections.
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
•
Interpret the enemy and friendly ground forces situation (maintain
current situation map) for the host, if necessary.
•
operations, objectives, and priorities.
•
periodic updates on the current situation.
•
Coordinate and synchronize current ARFOR aviation and deep strike
(airborne, air assault, attack aviation) operations with the host combat
operations.
•
Represent COMARFOR interests during planning meetings with the
host plans cell.
•
Brief the host plans cell on the COMARFOR’s intent and planned
concept of operation.
•
Provide recommendations to the host command based on knowledge
of U.S. and host doctrine.
Operations and maneuver section chief: The operations and maneuver
section chief of the DLD is the senior Army representative to the host
current operations cell. This job most closely resembles that of the current
Interagency, and Multinational Planners Course. Primary duties include the
following:
•
Update the host current operations cell on the current friendly and
enemy operations, scheme of maneuver, targeting concept, and
priorities.
•
Monitor execution of all ARFOR operations.
•
Facilitate coordination of host and ARFOR current and other
operations.
•
Ensure ground operations and order of battle maps are current.
•
Brief the host command group on current and future ARFOR
operations.
CENTER FOR ARMY LESSONS LEARNED
deployed separately.
Senior operations NCO. The senior maneuver operations NCO is
responsible for maintaining the current operations situation displays (maps,
defense, and stability operations. These responsibilities require an ASI of
and expertise in ABCS. The primary responsibility is the maintenance
of the common operational picture and host-friendly situation map.
Responsibilities also include the following:
•
Produce, revise, and post current operational graphics to include those
•
Ensure commonality between all maps and displays in the DLD.
•
Maintain a log of all changes made to a host and ARFOR unit
locations and graphics.
•
displays.
•
situations, and locations, as required.
•
CBRN operations NCO. The CBRN operations NCO performs duties
assigned by the senior maneuver operations NCO and acts in place of the
senior maneuver operations NCO in his absence or when conducting split
detachment operations. The CBRN NCO is responsible to the commander
for the overall supervision of unit CBRN activities and preservation of
individual or organizational CBRN supplies and equipment. This NCO is
also responsible for providing CBRN expertise to the host command and
submitting CBRN reports, as required. These responsibilities require an ASI
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Fires section
current Army combat operations. The section takes actions to integrate use
operations. Digital information systems support the coordination and
•
•
Pass host command requests for immediate Army Tactical Missile
•
Coordinate and synchronize ARFOR precision strike operations with
•
Coordinate with ARFOR electronic warfare planners in the integration
of electronic warfare with the host command.
•
support coordination line with friendly forces (for example special
operations forces) forward of the forward line of own troops and with
restrictive FSCMs (protected and restricted targets).
Fires section chief
Course. Primary duties include the following:
•
enemy operations, status of the Army Tactical Missile System, and
•
•
support.
•
Ensure ground operations and order of battle maps are current.
•
CENTER FOR ARMY LESSONS LEARNED
section chief when conducting split detachment operations.
the section. This Soldier is responsible for the setup and operation of the
section. The responsibilities require an ASI of F9, Advanced Field Artillery
•
Set up the map board depicting the current friendly situation.
•
Establish communication links with the ARFOR G-3 current
•
Help coordinate all FSCMs with the host, including changes to current
FSCMs.
•
Monitor host compliance with FSCMs.
•
Operate the following systems:
AGCCS
ABCS
Contingency Theater Air Control System Automated Planning
System
AFATDS
Fire support NCO
operations. These responsibilities also require an ASI of F9, AFATDs
operator or supervisor.
LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Intelligence section. The DLD intelligence section serves the DLD
commander, all DLD teams, and the host command to which the DLD is
liaison as a one-stop land operations intelligence liaison. This structure
and coordination of intelligence data and requirements, including update
of planning and operational graphics. The intelligence function of the
DLD is that of liaison and coordination, not that of analysis. The DLD
intelligence section collocates with intelligence personnel of the host. The
section supports the host as required in execution of its functions. In cases
those duties. All personal within the section will need courier cards and, if
functions may include, but are not limited to, the following:
•
involving the ARFOR.
•
Support the operations team coordination with the host operations
section on immediate requests for information collection.
•
collection platforms from all intelligence disciplines.
•
Coordinate emerging targets information with the ARFOR tactical
operations center.
•
Keep the operations section informed of the targets.
•
Get the most current enemy ground force situations from the ARFOR
G-2 operations section.
•
Interpret the enemy ground forces situation for the host, and inform
the other DLD teams of apparent changes in enemy operations,
objectives, and priorities.
•
Exchange information to answer combat assessment and battle damage
assessment questions.
•
Help the host intelligence cell integrate COMARFOR requirements for
intelligence collection their requirements.
CENTER FOR ARMY LESSONS LEARNED
•
Obtain priority intelligence requirements, collection plans, targeting
synchronize collection plans between the COMARFOR and the host
command.
•
Coordinate and conduct reachback to national-level intelligence
agencies, if necessary.
•
Collaborate with higher and adjacent units in intelligence operations.
•
Forward allied or host-intelligence reports to higher, adjacent, and
other relevant units.
•
•
command and the DLD operations section based on knowledge of the
operational situation.
The following are available resources and capabilities the DLD intelligence
section can provide:
•
Distributed Common Ground System–Army (DCGS-A) (SECRET
Internet Protocol Router Network or Nonsecure Internet Protocol
Router Network)
•
ArcGIS
•
•
Command Post of the Future (CPOF)
Intelligence section chief. The intelligence section chief supervises the
DLD teams. The intelligence section chief coordinates activities to ensure
input to joint targeting needs.
chief and performs the duties of the intelligence section chief when absent.
section of the supported ARFOR and host command to include providing
enemy ground order of battle.
LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
•
intelligence development.
•
Interpret the enemy ground order of battle for the intelligence section
of the host command.
•
Track the current enemy situation.
•
tracking, and analysis.
•
Maintain access to theater and national collection platforms tracks to
validate key targets.
•
Senior intelligence NCO. The senior intelligence NCO supervises the
day-to-day intelligence operations. The intelligence NCO performs duties
senior intelligence NCO duties include the following:
•
Maintain the intelligence common operational picture (digital or map
overlay) depicting current enemy situation and communications links
between the ARFOR and host command.
•
Coordinate current intelligence with the DLD operations section.
•
Access ARFOR intelligence using a multifunctional workstation,
•
Coordinate map requests to support the DLD mission.
•
Supervise the section intelligence analyst.
Intelligence analyst. The intelligence analyst performs duties under
place of the senior intelligence NCO in his absence or when conducting
split detachment operations. The intelligence analyst duties include the
following:
•
Post enemy information (digital or map overlay).
•
•
Plot all enemy movement and actions.
•
Maintain all information related to the enemy
CENTER FOR ARMY LESSONS LEARNED
•
Maintain the intelligence workbook and journal.
•
ARFOR ground operations.
Logistics section. The DLD logistics section serves the DLD commander,
all DLD sections, and the host command to which the DLD is liaison as a
information systems support the exchange and coordination of logistics data
and requirements, including updates of planning and operational graphics.
The logistics function of the DLD is that of liaison and coordination, not
that of direct support. The DLD logistics section collocates with logistics
personnel of the host command. DLD logistics functions include the
following:
•
Support the host command in logistical and transportation planning
•
Support the DLD operations team coordination with the host
operations section on immediate requests for resupply.
•
Coordinate emerging host sustainment challenges with the ARFOR
G-4 and supporting theater sustainment command or expeditionary
sustainment command.
•
Keep the DLD operations section informed of host sustainment status.
•
Exchange information with the ARFOR G-4 and supporting theater
sustainment command or expeditionary sustainment command to
answer logistics assessment questions.
•
Help the host logistics section request and integrate COMARFOR
sustainment support for their requirements.
•
Assist the host command with transportation movement planning to
include deployment and redeployment planning.
LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Logistics section chief. The logistics section chief supervises the overall
activities and training of the logistics section. This Soldier ensures logistical
works jointly with the headquarters supply NCO to ensure sustainment
support is provided to all DLD teams. The logistics section chief
Interagency, and Multinational Planners Course. If required, this Soldier
provides host logistics input to the ARFOR sustainment planning. The
logistics section chief should complete the Theater Sustainment Planners
Senior logistics NCO. The senior logistics NCO supervises the day-to-day
logistics section to include the following:
•
Maintains the logistics situation (digital or map overlay) depicting
current and planned friendly sustainment situation and data and
communications links between the ARFOR and the host command
using the Battle Command Sustainment Support System.
•
Maintains liaison with host logistical counterparts to keep abreast of
the current logistical situation.
•
Prepares logistical reports.
•
Supervises the transportation NCO.
•
dignitaries regarding logistics activities and status.
Transportation NCO. The transportation NCO performs duties under
logistics NCO with the setup and operation of the logistics section to
include the following:
•
Plans and coordinates the movement of the DLD.
•
•
Maintains the logistics workbook and journal.
CENTER FOR ARMY LESSONS LEARNED
•
ARFOR ground operations.
•
Assists the host with transportation movement planning to include
deployment and redeployment planning.
Air and missile defense (AMD) section. The DLD AMD section
coordinates COMARFOR air defense and air space management matters
with the host plans and operations cells and the ARFOR air defense artillery
(ADA) headquarters. Digital information systems support the exchange
and coordination of air defense and airspace management information. The
AMD section performs the following functions:
•
Coordinate with the ARFOR air defense element and ADA brigade
headquarters for the following:
Locations of ADA assets
Engagement reporting
ADA weapon engagement zones
procedures
Receipt of ADA annexes to operation plans or orders.
•
Advise the host air defense commander on Army air defense matters
•
Coordinate the following with the control and reporting center :
ADA unit status
Changes in air defense warning
Weapons control status
Rules of engagement
Early warning and tactical ballistic missile alert procedures
LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
•
air defense status to include placement of ADA weapons in direct
support of joint and multinational land forces.
•
Provide the host ADA commander with the U.S. area air defense
commander’s intent.
•
Coordinate with the ARFOR theater missile defense cell for tactical
ballistic missile alert dissemination procedures.
•
Exchange ADA operational data with host counterparts.
•
Coordinate ADA airspace needs with the host airspace management
section.
•
Support integration of the COMARFOR AMD plan with the host
AMD section chief. The AMD section chief of the DLD is the senior
Army representative to the host air defense section. This job most closely
Multinational Planners Course; and Tactical Air Operations Course ASI 5U.
The AMD section chief’s primary duties include the following:
•
Update the host air defense section on the current friendly and enemy
operations, AMD plans, and defended asset priorities.
•
Monitor execution of ARFOR and host air and missile defense.
•
Facilitate coordination of host and ARFOR air defense.
•
Brief the host air defense section on current and future ARFOR AMD
operations.
the same as the AMD section chief when conducting split detachment
operations and should complete the Tactical Air Operations Course ASI 5U.
Senior AMD operations sergeant. The senior AMD operations sergeant
responsible for the setup and operation of the section. The responsibilities
require expertise with the Air and Missile Defense Workstation (AMDWS)
as operator or supervisor and should complete Tactical Air Operations
Course ASI 5U. The senior AMD operations sergeant duties include the
following:
•
Set up the map board depicting the current friendly AMD situation.
CENTER FOR ARMY LESSONS LEARNED
•
Establish communication links with the ARFOR G-3 AMD section.
•
Help coordinate all airspace control measures with the host command,
including changes.
•
Monitor host compliance with weapons control status and airspace
control measures.
•
Operate the following systems:
AGCCS
ABCS
AMDWS
AMD operations sergeant. The AMD operations sergeant performs duties
senior AMD sergeant in his absence or when conducting split detachment
operations. These responsibilities also require expertise with AMDWS as
operator or supervisor.
Purpose. To provide a general guidance on product generation.
Proponent. Operations
and information requirement for various DLD products.
Basic format for an operation summary:
a. Higher mission
b. Supported commander’s priorities for the next 24 to 72 hours
c. Current assessment/operational impact (what this means)
d. Last 12/24 hours (using task and purpose format)
e. Next 24 hours (using task and purpose format)
f. Enemy situation
g. Combat power
LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Figure B-7. Sample command update brief slide
Section 111: Mission Command Workstation/Command
Post of the Future
Purpose: This sections describes Mission Command Workstation (MCWS),
also known as Command Post of Future (CPOF). It also describes naming
operator checklist.
Proponent: Operations
References:
•
Command Post Handbook, 2014
•
CPOF Quick Reference Guide 1
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General
CPOF is a decision support system that provides situational awareness and
collaborative tools for tactical decision making, planning, and rehearsal and
execution management from battalion through ASCC level.
CPOF is one of the main tools for the DLD to communicate and share
•
Naming Convention:
Date-time group, section, focus (for example,
•
for the common operational picture.
Table B-1. Sample CPOF setup
Screen No. 1 Screen No. 2 Screen No. 3
Map
Tree Viewer
(i.e. Friendly Units,
Operations Graphics,
Enemy Situation)
Workspace Chats
Outlook
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Table B-2. CPOF operator checklist
Equipment Status
Network Status
Permission
SharePoint Site
Ventrilo Station/Head Phone
Voice Over Internet Protocol
CPOF Screen Setup
Map
Outlook
Chat Room(s)
Section 112: Sample Battle Board
reference for important and pertinent information in the liaison operations
center. The composition of the battle board will be limited by space
available in the liaison operations center.
Figure B-8. Battle board
Section 113: Area of Responsibility
Note: For this section, insert the coalition partners that are habitually
supported in the area of responsibility.
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Appendix C
Acronyms
The following acronyms and abbreviations are used throughout this guide.
ABCS Army Battle Command System
ADDIE analysis, design, development,
implementation, and evaluation
ADP Army Doctrine Publication
ADRP Army Doctrine Reference Publication
AFATDS Army Field Artillery Tactical Data
System
ALT Army liaison team
AMD air and missile defense
AMDWS Air and Missile Defense Workstation
AN16
Anakonda 2016
AR Army Regulation
ARCENT U.S. Army Central
ARFOR Army Forces
ASCC Army Service component command
ASI
ASRC Army Synchronization and
Resourcing Conference
ATN Army Training Network
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BICES
Collection, and Exploitation
System
C2 command and control
CAC Combined Arms Center
CALL Center for Army Lessons Learned
CATS Combined Arms Training
Strategies
CBRN chemical, biological, radiological,
and nuclear
Combined Enterprise Regional
Information Exchange
CFLCC coalition forces land component
command
COADOS contingency operation for active
duty operational support
COP common operational picture
CPN command post node
CPOF Command Post of the Future
CSCT combat support coordination team
DCGS-A Distributed Common Ground
Station-Army
DLD digital liaison detachment
DLT digital liaison team
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DOD Department of Defense
DRASH Deployable Rapid Assembly
Shelter
DSCA defense support of civil authorities
DTMS Digital Training Management
System
external evaluation
FM Field Manual
FSCM
HMMWV high-mobility multipurpose
wheeled vehicle
HRC Human Resources Command
HRF homeland response force
ID infantry division
IDT inactive duty training
ITE integrated training environment
joint operations area
Instructions
joint network node
LANDCOM land component command
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LNO
LVCG live, virtual, constructive, and
gaming
MCCoE Mission Command Center of
Excellence
MCIS mission command information
system
MCTP Mission Command Training
Program
MET mission essential task
METL mission essential task list
METT-TC mission, enemy, terrain and
weather, troops and support
available-time available and civil
considerations
MIP Multinational Interoperability
Programme
MLT mobile liaison team
MNC-NE Multinational Corps-Northeast
MND-SE Multinational Division-Southern
Europe
MPE mission partner environment
MTC mission training complex
MTOE
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
MUTA monthly unit training assembly
NCO
NIPRNET nonsecure internet protocol router
network
OC/T observer controller/trainer
ODT overseas deployment for training
OEF Operation Enduring Freedom
OIF Operation Iraqi Freedom
OPFOR opposing forces
PACE primary, alternate, contingency,
and emergency
PLL prescribed load list
ROK Republic of Korea
ROKA Republic of Korea Army
SG17 Saber Guardian 17
SIPRNET SECRET Internet Protocol Router
Network
SME subject matter expert
SOF special operations forces
TAIS Tactical Airspace Integration
System
CENTER FOR ARMY LESSONS LEARNED
TADSS training aids, devices, simulators
and simulations
TCM MC/CP Training and Doctrine Command
Capabilities Manager/Mission
Command/Command Post
T&EO training and evaluation outline
TOE table of organization and
equipment
UAP
USAEUR U.S. Army Europe
USCENTCOM U.S. Central Command
WTSP
package
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
Appendix D
Advanced Field Artillery Tactical Data System (AFATDS). Software
overall mission command and control enterprise. AFATDS interoperates and
and Air Force command and control weapon systems and German, French,
Air and Missile Defense Warning System (AMDWS). A common
software tool that is deployed with air and missile defense (AMD) units at
all echelons. The AMDWS performs all aspects of AMD force operations.
It assists in the automated development of the intelligence preparation of
coordinating, and synchronizing the air battle. (https://www.msl.army.mil)
area of operations (AO)
land and maritime forces that should be large enough to accomplish their
Army Forces (ARFOR). The Army component and senior Army
headquarters of all Army forces assigned or attached to a combatant
command, subordinate joint force command, joint functional command, or
multinational command. (Field Manual [FM] 3-94)
Army Service component command (ASCC). Command responsible
for recommendations to the joint force commander on the allocation and
common operational picture (COP). A single identical display of relevant
information shared by more than one command that facilitates collaborative
defense support of civil authorities (DSCA). Support provided by U.S.
Federal military forces, Department of Defense civilians, Department of
Defense contract personnel, Department of Defense component assets, and
National Guard forces (when the Secretary of Defense, in coordination with
in Title 32, U.S. Code, status) in response to requests for assistance from
civil authorities for domestic emergencies, law enforcement support, and
other domestic activities, or from qualifying entities for special events. Also
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digital liaison detachments. Army units providing liaison teams with
digital information sharing capabilities in support of Army headquarters.
(Army Techniques Publication [ATP] 3-94-1)
host nation (HN). A nation which receives the forces and/or supplies of
allied nations and/or NATO organizations to be located on, to operate in, or
interoperability. (1) The ability to operate in synergy in the execution of
electronics systems or items of communications-electronics equipment
when information or services can be exchanged directly and satisfactorily
. Fires delivered during the employment of forces from two or
joint operations area (JOA)
in which a joint force commander (normally a joint task force commander)
knowledge management (KM). The process of enabling knowledge
shared understanding. The steps of knowledge management include: Assess,
Design, Develop, Pilot, and Implement. (ATP 6-01.1)
liaison. That contact or intercommunication maintained between elements
of military forces or other agencies to ensure mutual understanding and
mission command. The exercise of authority and direction by the
commander using mission orders to enable disciplined initiative within the
commander’s intent to empower agile and adaptive leaders in the conduct of
mission command system. The arrangement of personnel, networks,
information systems, processes and procedures, and facilities and equipment
that enable commanders to conduct operations. (ADP 6-0)
operational environment (OE). A composite of the conditions,
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
planning. The art and science of understanding a situation, envisioning
about. (Army Doctrine Publication [ADP] 5-0)
planning horizon. A point in time commanders use to focus the
protection
mission-related military and nonmilitary personnel, equipment, facilities,
information, and infrastructure deployed or located within or outside the
regionally alligned forces (RAF). Those forces that provide a combatant
commander with up to joint task force capable headquarters with scalable,
tailorable capabilities to enable the combatant commander to shape the
environment. They are those Army units assigned to combatant commands,
those Army units allocated to a combatant command, and those Army
capabilities distributed and prepared by the Army for combatant command
regional missions. (FM 3-22)
security force assistance (SFA). The set of DOD activities that contribute
of capability and capacity of foreign security forces and supporting
strategic level of warfare. The level of warfare at which a nation, often as a
member of a group of nations, determines national or multinational (alliance
or coalition) strategic security objectives and guidance, then develops and
sustainment. The provision of logistics and personnel services required to
maintain and prolong operations until successful mission accomplishment.
Tactical Airspace Integration System (TAIS) Airspace Workstation
(AWS). The TAIS AWS provides automated airspace control planning and
enhanced airspace control execution. TAIS interfaces with Army and joint
command and control systems and provides a direct link to the theater air-
ground system through interface with the theater battle management core
system. It also has an added civil and government interagency capability.
(FM 3-52)
tactical control (TACON). The authority over forces that is limited to
the detailed direction and control of movements or maneuvers within the
targeting. The process of selecting and prioritizing targets and matching
the appropriate response to them, considering operational requirements and
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LEADER’S GUIDE TO THE DIGITAL LIAISON DETACHMENT
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leavenworth.army.mil.
Military Review (MR)
MR is a revered journal that provides a forum for original thought and debate on the art
and science of land warfare and other issues of current interest to the U.S. Army and the
Department of Defense. Find MR at http://usacac.army.mil/cac2/militaryreview.
TRADOC Intelligence Support Activity (TRISA)
Leavenworth. TRISA is responsible for the development of intelligence products to
support the policy-making, training, combat development, models, and simulations arenas.
Capability Development Integration Directorate (CDID)
CDID conducts analysis, experimentation, and integration to identify future requirements
Mission Command and to operationalize the Human Dimension. Find CDID at http://
usacac.army.mil/organizations/mccoe/cdid.
Joint Center for International Security Force Assistance (JCISFA)
contemporary operations to advise combatant commands and military departments on
appropriate doctrine; practices; and proven tactics, techniques, and procedures (TTP) to
jcisfa.jcs.mil/Public/Index.aspx.
Support CAC in the exchange of information by telling us about your
successes so they may be shared and become Army successes.
NO. 18-06 LEADER’S GUIDE TO THE DIGITAL LIASON DETACHMENT DEC 2017
