text: Command and Control During Multinational Operations
  2-64. The command and its higher headquarters, adjacent units, supporting and attached forces, and other
  appropriate host-nation and intergovernmental organizations establish their liaisons early. For U.S. forces,
  liaison with the American Ambassador if there is one, is essential.
  2-65. The commander identifies and requests liaison personnel early. The request includes specific
  qualifications. Differences in doctrine, organization, training, and equipment among the multinational nations
  demand a hardier liaison structure to facilitate operations than in a national force. Liaison teams cover many
  functions on a 24-hour basis. Such coverage requires more liaison personnel than a force normally has
  assigned. Liaison personnel need equipment compatible with the multinational force.
  2-66. Liaison personnel understand the capabilities and limitations of parent units and nations, including the
  structure, capabilities, weapon systems, logistics, and planning methods employed and their national
  interests. Whether personnel are language qualified or have interpreter support, they understand the language
  and culture of the multinational headquarters to which they are attached. This ensures successful liaison
  operations. However, professional knowledge and functional expertise are far more important. Officers who
  have participated in schools and training with other multinational nations or have experience in multinational
  operations may provide this expertise. Mission success requires careful selection of liaison officers who are
  Army professionals in competence, character, and commitment. The sending command provides liaison
  teams with knowledge of the doctrine, organization, materiel, and language of multinational partners and an
  understanding of appropriate regional information. Liaison officers assigned to the multinational force
  headquarters influence decision making. These officers also possess the authority to answer routine
  multinational force queries on behalf of their commands.
  2-67. Once liaison is established, liaison teams directly represent their respective commanders. They advise,
  help, coordinate, and monitor their commands. The liaison teams attend briefings and maintain close contact
  with the multinational operations center. However, the command they become a part of does not formally
  task their sending unit through the liaison officer. Formal tasking occurs through normal C2 channels.
  2-68. The commander determines whether to integrate multinational liaison personnel into the staff of the
  multinational force. When integration creates a more effective organization, the multinational force
  establishes an orientation program for all liaison personnel. The multinational personnel reception center
  performs this requirement. The multinational force determines what staff officer or staff section is responsible
  for liaison personnel reporting to the headquarters. Commanders need to identify personnel liaison
  requirements early during the planning process and staff accordingly.
  2-69. Effective liaison is vital in any coalition. Differences in doctrine, organization, training, equipment,
  and national law could demand a robust liaison structure to facilitate operations. Liaison training should
  include areas of doctrine, organization, culture, and language. Not only is the use of liaison an invaluable
  human and procedural dimension tool, but it is also a significant source of information for the coalition staff
  and commander.
  Coordination Centers
  2-70. Commands provide training in coordination centers to all units or individuals that receive liaison
  equipment support to other nations. Training covers liaison capabilities and limitations, employment
  considerations, support requirements, onboarding, and planning processes.
  2-71. Special operations forces are effective during multinational operations as liaison officers or liaison
  teams. Their language capabilities, cultural and customs training, and experience working and training with
  another country’s militaries qualify them to improve coordination and communication. Special operations
  forces may be useful as liaison during escalation and de-escalation of conflict due to preexisting relationships.
  However, commanders use special operations forces judiciously in any enduring role. Special operations
  forces are limited in numbers and usually have operational control retained at the joint force command level.
  With these attributes, special operations forces are often subject to rapid and frequent retasking and should
  usually not be the primary means for maintaining liaison.
  2-72. TLDs are assigned to select Army Service component commands. These detachments allow an Army
  commander to conduct liaison with subordinate, parallel, or higher joint and multinational headquarters in an
  operational area. These detachments have 30 functional staff experts in logistics, intelligence, airspace
  management, maneuver, and fires. These experts provide advice and assistance to supported units and ensure