text: Appendix D
  partners, and stakeholders. However, by organizing early in the transition process, seeking support from the
  joint community, following the eight techniques in paragraph D-16, promoting shared understanding, and
  executing timely decision making the echelon may overcome most challenges during transition. (See TC 6-6
  for more information on transition.)
  MANNING THE HEADQUARTERS
  D-19. A joint manning document must be developed to effectively form a joint headquarters from an Army
  echelon, in its routine Service-related mission, to that of a joint headquarters. A joint manning document
  defines the joint headquarters’ overall manpower requirements needed to complete its mission.
  D-20. The commander, in coordination with the current and the establishing commander’s staffs, develops
  and organizes a draft joint headquarters joint manning document that clearly establishes required sourcing to
  assign mission tasks or accomplish joint headquarters mission tasks. The joint manning document can be
  filled through multiple sourcing methods, including units, multinational partners, other government agencies,
  and contractors. The joint manning document provides the venue for requesting the joint individual
  augmentation necessary to staff the joint headquarters. (See JP 1-0 for more information on augmentation.)
  D-21. Key staff considerations include manning staffs using those with the expertise to assist in the
  integration of joint enablers as well as interagency, mission partner, and coalition members. The staff
  framework is based on doctrine, standard operating procedures, and requirements to the combatant command.
  This may require the establishment, or manipulation of existing positions, to support key billets. Some of
  these may include—
  * Deputy commanders.
  * Chiefs of staff.
  * Command senior enlisted leaders (equivalent to Army command sergeants major).
  * Principal staff officers.
  * Political advisors or foreign policy advisors.
  * Interagency liaisons.
  * Coalition members.
  * Other liaison officers as required.
  * The commander’s action group or commander’s initiative group.
  * Executive officers.
  D-22. In general, the roles and responsibilities of key staff positions are the same regardless of mission set.
  However, specific guidance on roles and responsibilities outside of normal operations and functions should
  be identified. For example, special consideration of joint service involvement for assignment needs to ensure
  subject matter expert participation and create collaboration in the joint headquarters construct. Integration of
  an existing staff that will form the future joint headquarters becomes more complex, and special attention
  must be given to apportioning roles and responsibilities for inclusion and building teamwork.
  D-23. The chief of staff, in coordination with the staff, ensures the joint manning document is complete and
  supports the commander’s intent. Once complete, the staff submits the joint manning document in accordance
  with the establishing authority’s guidance. The document is then forwarded to the establishing commander
  where it is validated and approved. (See JP 1-0 for more information on joint manning.)
  Organizing the Staffs
  D-24. The commander, JTF, and staff establish and maintain cross-functional organizations such as working
  groups and boards to enhance planning and decision making in the headquarters. They establish, modify, and
  dissolve these entities as the needs of the headquarters evolve.
  D-25. Commanders decide how to organize and transition the headquarters. They consider several options:
  * A standard application of the Army warfighting functions of command and control, intelligence,
  fires, movement and maneuver, protection, and sustainment.
  * A functional organization of a command group; logistics group; and knowledge management,
  information superiority, planning, and operations sections.