text: Appendix D
  and applications, and addresses how command and control capability shortfalls or gaps will be sourced.
  Command and control equipment planning helps joint-capable headquarters have a joint command and
  control systems, applications, and communications capability that is interoperable with the supported
  combatant command’s command and control architecture, functional component commands, subordinate
  Service and multinational tactical forces, and potential mission partners.
  D-34. The chief of staff, in coordination with the staff, ensures that the joint mission essential equipment list
  is complete and supports the combatant command’s order and the joint headquarters commander’s intent.
  The joint headquarters ensures that a commander O-6 (or federal employee level 15) or above signs the joint
  mission essential equipment list as the certifying official indicating that the joint mission essential equipment
  list is valid in content and accuracy. Upon completion of the joint mission essential equipment list, the
  command forwards the joint mission essential equipment list to the establishing authority for record of
  completion.
  D-35. The assistant chief of staff for personnel (known as G-1), G-4, G-1 noncommissioned officer in charge,
  and G-4 noncommissioned officer in charge lead the effort to build the sustainment and manning plan. The
  G-6 briefs the command post action plan and the commander approves it, then the G-6 sends the requests to
  higher echelons for approval of command post architecture. Once approval is received, the operations
  sergeant major works with the personnel and logistics sections on the command post sustainment and
  manning plan. The sustainment and manning plan includes but is not limited to—
  * All required classes of supply.
  * Command post meal schedule.
  * Shift work considerations.
  * Mail.
  * Trash.
  * Parking.
  * Command post protection.
  * Mechanic support.
  * Host-nation constraints.
  * Operating tempo.
  D-36. The final step in the planning process for equipping the headquarters is for each section to build their
  initial load out plan. This plan entails all equipment the section brings to the JOA.
  TRAINING STAFF MEMBERS
  In no other profession are the penalties for employing untrained personnel so appalling or
  so irrevocable as in the military.
  Douglas MacArthur
  D-37. Staffs develop ongoing training efforts to improve their joint and multinational capabilities at the
  individual and collective levels. Various resources may be available to provide checklists for these training
  efforts. Staffs analyze training resources and produce recommended timelines to serve as a guide for setting
  the conditions for transitioning to a joint headquarters.
  D-38. The U.S. Army Training and Doctrine Command Operations, Plans, and Training section (also known
  as the G-3/5/7) leads the effort to establish a joint training plan. The joint training plan is tailored to the
  mission, operational environment, coalition participation, commander’s intent, and direction from higher
  echelon headquarters. Commanders give their staffs guidance on which direction to take and which areas to
  focus on to build the joint training plan. The joint training plan encompasses all joint and coalition partners
  to the extent possible. The joint training plan covers the multi-domain battlefield and encompasses specific
  areas of emphasis as outlined by the commander.
  D-39. The Joint Training System is used to instill this training. The Joint Training System is divided into
  four phases: the requirements phase, plans phase, execution phase, and assessment phase. (See TC 6-6 for
  training tables for transition to a joint headquarters for commander, staff, command post, and essential signal
  capabilities.)