Command RelationshipsCommand Relationships
Chapter 8: Staff Duty
1. Overview. Principle advisors to the Commander for all Anti-terrorism/Force Protection matters and public safety concerns.
2. Screening. Personnel desiring assignment to staff duty must complete the Flag Officer (Staff) Duty Screening in accordance with MILPERSMAN 1306-945.
3. Location. Staff tour locations vary by assignment. Several locations are listed below:
a. Commander, Naval Operations, Arlington, VA
b. Commander, U.S. Fleet Forces Command, Norfolk, VA c. Commander, Navy Expeditionary Combat Command, Little Creek, VA
d. Commander, Navy Installations Command, Washington, DC e. Commander, Second Fleet, Norfolk, VA
f. Commander, Third Fleet, San Diego, CA g. Commander, Fifth Fleet, Manama, Bahrain h. Commander, Sixth Fleet, Naples, Italy i. Commander, Seventh Fleet, Yokosuka, Japan
j. Commander, Navy Region Europe (CNRE) Naples, Italy
k. Commander, Naval District Washington (NDW), Washington, DC
l. Commander, Navy Region Mid-Atlantic (CNRMA), Norfolk, VA m. Commander, Navy Region Northwest (CNRNW), Bremerton, WA n. Commander, Navy Region Southeast (CNRSE), Jacksonville, FL
o. Commander, Navy Region Southwest (CNRSW), San Diego, CA p. Commander, Navy Region Hawaii (CNRH), Pearl Harbor, HA q. Commander, Navy Region Japan (CNRJ), Yokosuka, Japan r. Commander, Naval Air Force Atlantic (CNAL), Norfolk, VA s. Commander, Naval Air Force Pacific (CNAP), San Diego, CA t. Commander, Strike Force Training Atlantic (CSFTL),
Norfolk, VA
u. Commander, Strike Force Training Pacific (CSFTP), San Diego, CA
v. Commander, U. S. Naval Forces Southern Command, Mayport, FL
w. Commander, U.S. Pacific Fleet 4. Assignments.
a. Master-at-Arms assigned to staff duty may work in the following core areas:
(1) Antiterrorism (N3AT). Serve as Antiterrorism Officer (ATO).
DoD Directive 2000.12, DoD Antiterrorism (AT) Program DoD Instruction 2000.16, DoD Antiterrorism (AT) Standards SECNAVINST 5500.29 (Series), Use of Deadly Force and the
Carrying of Firearms by Personnel of the DON in Conjunction with Law Enforcement, Security Duties and Personal Protection
OPNAVINST 3300.53B Navy Antiterrorism (AT) Program
(a) Provide oversight on N3AT antiterrorism program:
1. Ensure Commanders and Installation Commanding Officers (ICO) have situational awareness concerning their AT programs and their effectiveness.
2. Assist installation ATO in preparing their AT Plan, identifying vulnerabilities, mitigation efforts, and
proper documentation.
3. Work with Legal and Contracting Officer to provide guidance to combatant commander in developing AOR and/or country specific contracts to ensure AT security considerations are incorporated into the contracting process.
(b) Provide oversight on Antiterrorism (AT) training program:
1. Establish and maintain training standards and ensure requisite skill sets are available at the
fleet/installation level.
2. Establish and maintain liaison with Center for Security Forces (CENSECFOR).
3. In cooperation with Training Directorates, identify training and material requirements and program out-year resource funding. The following are documents that will assist commanders and staffs in developing collective and individual training objectives:
a. Mission training plans.
b. Navy Tactical Reference Publication (NTRP) and Navy Tactics, Techniques, and Procedures (NTTP) manuals.
c. Deployment or mobilization plans.
d. Strategic defense plans.
e. Higher headquarters, CENSECFOR, major Navy command, and local regulations.
f. Local Standing Operating Procedures (SOPs).
4. Coordinate the development of long and short range training plans, ensuring compliance to higher headquarter standards.
(c) Provide oversight on fleet/installation AT Exercise program:
1. Develop drills and exercises to assist units/installations in identifying physical security
vulnerabilities, pre-planned response shortfalls and training deficiencies.
2. Collect lessons learned and assist
installations in compiling self assessments and identified vulnerabilities for Core Vulnerabilities Assessment Management Program (CVAMP) entry.
(d) Implement Core Vulnerabilities Assessment Management Program:
1. Provide oversight on installation CVAMP.
2. Ensure training is provided to installations to ensure CVAMP is being utilized correctly and efficiently.
Highlights of the CVAMP are:
a. Accessed via the Antiterrorism
Enterprise Portal (ATEP) on the Secret Internet Protocol Router Network (SIPRNET).
b. Tracks and manages AT vulnerabilities per DoDI 2000.16.(DoD Antiterrorism (AT) Standards)
c. Generates justification for requirements to resolve vulnerabilities.
d. Standardizes and automates AT resource request process; Combating Terrorism Readiness Initiative Funds (CbTRIF) and Unfunded Requirements (UFR) submissions IAW Deputy Secretary of Defense approved funding prioritization.
e. Identifies AT readiness shortfalls due to unmitigated vulnerabilities.
(e) At a minimum, be thoroughly familiar with the references listed at the end of this chapter.
(f) This position is normally filled by an MAC-MACM (E7-E9) or Security Officer Designator 649X/749X.
(2) Physical Security. Serve as Physical Security Specialist.
(a) Provide oversight on physical security programs:
1. Ensure Commanders and ICO have situational awareness of their programs and their effectiveness.
2. Provide guidance to ensure that appropriate physical security considerations are included in the design of facilities. Specific technical expertise in exterior site
physical security, building physical security, ballistic attack hardening, standoff weapon hardening, and bomb blast hardening.
Specific areas include but, are not limited to:
a. Standoff
(1) The standoff zone, also referred to as the setback area, is the second tier of defense and includes that space between the outer perimeter of the site and the
exterior of what you are protecting. Standoff zones provide time delays and more importantly, abatement of blast effects.
(2) To mitigate the effectiveness of a vehicle bomb attack, commanders shall be continually vigilant against allowing vehicle parking near high density buildings and on piers. Every attempt should be made to establish minimum
standoff distances, which vary depending on the type of construction, level of protection desired, and proximity of
perimeter barriers. It is important to understand that explosive effects decay with increased distance.
b. Equipment
(1) New technology (2) Training
(3) Research and Development (R&D) c. Facilities
(1) New construction projects/
rehabilitation
(2) Critical Infrastructure Protection (3) Ballistic hardening
(4) Perimeters codes. Used during the engineering design of Department of
Defense (DoD) facilities to assure appropriate physical security is included. The guidelines are based upon the best currently available research and test data, and will be revised or
expanded as additional research results become available.
3. Projects
a. Project Requirements. Project inception and preliminary planning require thoughtful definition of goals and needs (Project Scope), master planning to accommodate
anticipated future needs, evaluation of project alternatives, identification of site requirements, funding requirements, budget authorization cycles and/or financial impacts, and project phasing.
b. Delivery Methods. There are many
approaches to achieve successful project design and construction.
These Delivery Methods; which are driven by the project's scope, budget, and schedule; include Traditional (Design/Bid/Build), CM (also called CMc, or Construction Manager as Constructor),
Design-Build, Bridging, and Lease/Build. The selection of a delivery method will in turn influence the Delivery Team composition, schedule, budget, and management plan.
c. Project Management Plans. A Project Management Plan (PMP) is commonly used to document key
management parameters in a central location and is updated throughout the project focusing on recognition of changes in program planning and management of those changes. It includes definition of an owner's program goals, technical requirements, schedules, resources, budgets, and management programs.
d. Design Stage Management. Once a design team has been assembled (procured), a high level of owner
coordination is needed to manage the entire delivery team
through the project's design phases. Design management requires oversight of schedules and budgets, review of key submissions and deliverables for compliance with program goals and design objectives, verification of incorporation of stakeholder review input, verification of incorporation of construction phase
functional testing requirements, and appropriate application of the owner's design standards and criteria.
e. Construction Stage Management
(1) Project coordination/communication (a) Request for Information (RFI) (b) Change order management
(c) Conflict resolution (2) Inspections
(a) Submittal reviews (b) Schedules
(c) Payments f. Mitigations
(1) Ballistic hardening (2) Barricades
(3) Enclaves
(b) At a minimum, be thoroughly familiar with the references listed the end of this chapter.
(c) This position is normally filled by an MAC-MACM (E7-E9) or Security Officer Designator 649X/749X.
OPNAVINST 5530.14E, Navy Physical Security and Law Enforcement Program
NTTP 3-07.2.3, Law Enforcement and Physical Security for Navy Installations
(3) Military Working Dog (MWD) Program.
(a) Provides oversight on MWD program and maintains strict accountability of all assigned assets and kennel
facilities.
(b) Conduct assessments on MWD handlers and their assigned MWD to ensure personnel, MWDs, and records are complete and are in full compliance with applicable instructions and
ready to be employed.
OPNAVINST 5585.2B DEPARTMENT OF THE NAVY MILITARY WORKING DOG