The U. S. Army exists for one reason—to serve the Nation. From the earliest days of its creation, the Army has embodied and defended the American way of life and its constitutional system of government. It will continue to answer the call to fight and win our Nation's wars, whenever and wherever they may occur. That is the Army's non-negotiable contract with the American people. The Army will do whatever the Nation asks it to do, from decisively winning wars to promoting and keeping the peace. To this end, the Army must be strategically responsive and ready to be dominant at every point across the full spectrum of military operations. Today, the Army must meet the challenge of a wider range of threats and a more complex set of operating environments while incorporating new and diverse technology. The Army meets these challenges through its core competencies: Shape the Security Environment, Prompt Response, Mobilize the Army, Forcible Entry Operations, Sustained Land Dominance and Support Civil Authorities. We must maintain combat readiness as our primary focus while transitioning to a more agile, versatile, lethal, and survivable Army. Doctrine represents a professional army's collective thinking about how it intends to fight, train, equip, and modernize. When the first edition of FM 25-100, Training the Force, was published in 1988, it represented a revolution in the way the Army trains. The doctrine articulated by FMs 25-100, Training the Force, and 25-101, Battle Focused Training, has served the Army well. These enduring principles of training remain sound; much of the content of these manuals remains valid for both today and well into the future. FM 7-0 updates FM 25-100 to our current operational environment and will soon be followed by FM 7-1, which will update FM 25-101. FM 7-0 is the Army's capstone training doctrine and is applicable to all units, at all levels, and in all components. While the examples in this manual are principally focused at division and below, FM 7-0 provides the essential fundamentals for all individual, leader, and unit training. Training for warfighting is our number one priority in peace and in war. Warfighting readiness is derived from tactical and technical competence and confidence. Competence relates to the ability to fight our doctrine through tactical and technical execution. Confidence is the individual and collective belief that we can do all things better than the adversary and the unit possesses the trust and will to accomplish the mission. FM 7-0 provides the training and leader development methodology that forms the foundation for developing competent and confident soldiers and units that will win decisively in any environment. Training is the means to achieve tactical and technical competence for specific tasks, conditions, and standards. Leader Development is the deliberate, continuous, sequential, and progressive process, based on Army values, that develops soldiers and civilians into competent and confident leaders capable of decisive action. Closing the gap between training, leader development, and battlefield performance has always been the critical challenge for any army. Overcoming this challenge requires achieving the correct balance between training management and training execution. Training management focuses leaders on the science of training in terms of resource efficiencies (such as people, time, and ammunition) measured against tasks and standards. Training execution focuses leaders on the art of leadership to develop trust, will, and teamwork under varying conditions—intangibles that must be developed to win decisively in combat.
This FM, “Information Collection,” provides essential and enduring doctrine for Army forces conducting information collection activities. This FM aligns information collection with current Army doctrine. The modular force structure with the brigade combat team as the centerpiece of the deployed force also moves many information collection assets to lower echelons. The latter is a major shift from previous ways of operating. This manual covers the principles and fundamental considerations for information collection planning and execution in operations. Although it recognizes and discusses the impact of systems that support information collection activities, this manual emphasizes fundamentals and concepts rather than equipment or systems. The doctrine contained herein is intended to be broad enough to apply to all operational themes—from a peacetime military engagement to a major combat operation—and applicable at battalion through corps echelons deployed in an area of operations, although each organization employs tactics, techniques, and procedures appropriate to its level. This manual is designed for officers and Soldiers assigned to units that direct or conduct information collection activities as well as commanders and staffs of corps, division, brigade combat teams, support brigades, and battalions. It applies to the Active Army, the Army National Guard, Army National Guard of the United States, and the United States Army Reserve unless otherwise stated; and U.S. Army Training and Doctrine Command institutions and components. This FM forms the foundation for instruction on information collection activities within the Army's educational system.
Field Manual 46-1 is the keystone doctrinal manual for U.S. Army Public Affairs operations. It focuses on how the Army thinks about public affairs and describes public affairs roles, missions, capabilities and organizations for the active Army, U.S. Army Reserve and Army National Guard. It also describes public affairs employment, command and control, and support across the operational continuum. This manual is the basis for Public Affairs force design and materiel acquisition. It supports the doctrinal requirements of the Concept Based Requirements System and is the authoritative foundation for the integration of Public Affairs into Army doctrine, individual and unit training, leader development force design and materiel acquisition initiatives. FM 46-1 is directly linked to, and must be used in conjunction with FM 100-5, FM 100-6, TRADOC PAM 525-5 and Joint Publication 1-07. FM 46-1 is the doctrinal guide for commanders, planners, and users of Army Public Affairs. It is also a guide for those who must consider the effects public affairs has on military operations. It describes the fundamental principles and concepts for providing information to a wide range of internal and external audiences-soldiers, family members, retirees, political leaders, the general public, allies and adversaries.
This regulation prescribes policies, responsibilities, and procedures for the Army Legal Assistance Program. One statutory authorization for legal assistance to Active Army and retired service members and their family members is section 1044, title 10, United States Code (10 USC 1044). Another statutory authorization for legal assistance to these and all other eligible clients (for example, Reserve component (RC) soldiers and Department of Defense (DOD) civilian employees in certain situations) is 10 USC 3013g. (See para 2–5a.)This regulation is designed to improve legal assistance procedures and services within the Department of the Army (DA). It preempts all other regulations within DA on the delivery of legal assistance services as defined in this regulation. (See chap 3.) It should not be construed to create any right or benefit, substantive or procedural, enforceable at law or in equity, by a party against the United States, its agencies, its officers, or any other person.
This publication, “Army Health System,” provides the capstone doctrine for the Army Health System (AHS) in support of the modular force. The Army Health System is the overarching concept of support for providing timely medical support to the tactical commander. It discusses the current medical force structure modernized under the Department of the Army (DA) approved Medical Reengineering Initiative and the Modular Medical Force that is designed to support the brigade combat teams and echelons above brigade units. As the Army's capstone medical doctrine statement, this publication identifies medical functions and procedures that are essential for operations covered in other Army Medical Department (AMEDD) proponent manuals. This publication depicts Army Health System operations from the point of injury, illness, or wounding through successive roles of care within the theater and evacuation to the continental United States (CONUS) support base. It presents a stable body of operational doctrine rooted in actual military experience and serves as a foundation for the development of AMEDD proponent manuals on how the AHS supports the modular force. The AHS is a component of the Department of Defense (DOD) Military Health System. It is responsible for the operational management of the health service support (HSS) and force health protection (FHP) missions for training, predeployment, deployment, and post deployment operations. The AHS includes all mission support services performed, provided, or arranged by the AMEDD to support HSS and FHP mission requirements for the Army and as directed, for joint, intergovernmental agencies, and multinational forces. Although Joint doctrine describes the capabilities of the Military Health System as a taxonomy of care, this description does not adequately address how the AMEDD must organize and equip its forces to successfully accomplish the health care delivery in the noncontiguous operational environment. Therefore, the AHS is in consonance with and supports the concept of the taxonomy of care, but AMEDD support is discussed in terms of capability packages specifically designed to support Army formations. Although the Military Health System is an interrelated system which may share medical services, capabilities, and specialties among the Service components, it is not a joint mission command system. Each Service component develops its medical resources to support its Service-specific mission. This results in the development of different types of organizations with varying levels of capability, mobility, and survivability. Although joint medical resources may have similar nomenclature to describe the unit, they are not usually interchangeable.
This regulation covers the policies and mandated procedures for the preparation, review, approval, printing, distribution, and management of Department of the Army publications and products. It implements Title 44 of the United States Code, the Government Printing and Binding Regulations published by the Joint Committee on Printing of the U.S. Congress, and DOD Directive 5230.24. This regulation applies to the Active Army, the Army National Guard/Army National Guard of the United States, and the U.S. Army Reserve.
This regulation provides Information Assurance policy mandates, roles, responsibilities, and procedures for implementing the Army Information Assurance Program, consistent with today's technological advancements for achieving acceptable levels of security in engineering, implementation, operation, and maintenance for information systems connecting to or crossing any U.S. Army managed network. This regulation applies to the Active Army, the Army National Guard/Army National Guard of the United States, and the U.S. Army Reserve, unless otherwise stated. Also, it applies to all users, information systems, and networks at all information classification levels, program executive officers; direct reporting program managers; strategic, tactical, and non-tactical environments or installations; internal or external organizations, services, tenants, or agencies (for example DoD, sister services, U.S. Army Corps of Engineers (USACE); contractors working on Army information systems pursuant to Army contracts, Army and Air Force Exchange Service (AAFES), morale, welfare, and recreation activities; educational institutions or departments (for example, DOD schools, the U.S. Military Academy at West Point); and Army affiliated or sponsored agencies (for example, Western Hemisphere Institute for Security Cooperation). During mobilization, the proponent may modify chapters and policies contained in this regulation.
This manual, “Generating Force Support for Operations,” defines the Army's generating force and establishes as doctrine the employment of its capabilities in support of ongoing joint and multinational operations and deployed forces. It describes how operating forces can access and employ generating force capabilities in support of ongoing operations. It incorporates lessons learned from recent and ongoing operations, including Operations Enduring Freedom and Iraqi Freedom, the War on Terrorism, the response to Hurricane Katrina, and others. This information allows operational Army forces to understand generating force capabilities and employ these capabilities successfully in support of ongoing operations. It enables generating force organizations to ready these capabilities. This manual describes how the joint force can access and employ generating force capabilities in support of operations. The generating force consists of Army organizations whose primary mission is to generate and sustain the operational Army. The United States Army Training and Doctrine Command (TRADOC), for example, is part of the generating force. Activities the generating force conducts in support of readiness, Army force generation (ARFORGEN), and the routine performance of functions specified and implied in Title 10 and other applicable legislation are addressed in Army regulations and Department of the Army pamphlets and are not addressed here. As a consequence of its performance of functions specified and implied by law, the generating force also possesses operationally useful capabilities for employment by or in direct support of joint force commanders. This manual's introduction elaborates the manual's purpose and explains the necessity of employing generating force capabilities in the conduct of operations. It introduces the three principal categories of generating force support to ongoing operations: adapting to the operational environment, enabling strategic reach, and developing multinational partner capability and capacity. This manual applies to Army headquarters at the brigade echelon and above. It is of primary interest to the commanders and staffs of theater armies, corps, and divisions and the leaders of Army commands, direct reporting units, and Headquarters, Department of the Army. It applies to all Army leaders, especially planners, trainers, educators, force designers, materiel developers, and doctrine developers. This manual applies to the Regular Army, Army National Guard of the United States, and the U.S. Army Reserve unless otherwise stated.
Army training circular (TC) 1-400 is intended for all Army brigade aviation element (BAE) personnel, brigade combat team (BCT) commanders, and their staffs. It is intended for use at brigade level but may be adapted for use at ground maneuver battalion level. The focus throughout this TC is how the BAE operates and how it supports the BCT. This TC identifies coordination and information requirements necessary for effectively employing aviation and aviation-related assets in the combined-arms team. TC 1-400 provides as much information as possible without reprinting other doctrinal manuals. Its intent is to provide considerations, lists, and checklists to assist the user in planning and executing aviation operations in support of the BCT. The operational concepts are based on Army doctrine as established in Army field manuals (FMs); thus, it cannot be read in isolation. To successfully use information presented here, the reader must have an understanding of doctrinal concepts contained in listed references within this TC. The TC emphasizes force structure and enhanced operational capability provided by Army aviation transformation which is ongoing and should be complete by 2008. This TC applies to the Active Army, the Army National Guard (ARNG)/Army National Guard of the United States (ARNGUS), the United Sates Army reserve (USAR) , and Army civilian employees of the transformation force across the full range of military operations—peacetime military engagements (PMEs), small scale contingencies (SSCs), and major theater war (MTW). TC 1-400 builds on the collective knowledge and experience gained through recent operations, many exercises, and the deliberate process of informed reasoning. This publication is rooted in time-tested principles and fundamentals, while addressing new technologies and evolving responses to the diverse threats to national security. It will also assist Army branch schools in teaching aviation operations. The procedures described herein are intended as a guide and are not to be considered inflexible. Each situation in combat must be resolved by an intelligent interpretation and application of the doctrine set forth herein.
This regulation prescribes Department of the Army (DA) policies, procedures, and standard formats for preparing and processing Army correspondence. The objectives of this regulation are to: - Provide clear instructions for preparing correspondence. - Reduce the cost of preparing correspondence. - Standardize the preparation and dissemination of correspondence. - This regulation covers correspondence in the following forms: - Personal or telephone contact. Conduct official business by personal contact, telephone, or Defense Switched Network (DSN) whenever possible and appropriate. Use a memorandum for record (MFR) to document any decisions or agreements reached during voice communications. - Memorandum. Use the memorandum for correspondence within a department or agency, as well as for routine correspondence to Federal Government agencies outside DOD. Do not use the memorandum format when corresponding with the Families of military personnel or private businesses. - Letter. Use the letter for correspondence addressed to the President or Vice President of the United States, members of the White House staff, Members of Congress, Justices of the Supreme Court, heads of departments and agencies, State Governors, mayors, foreign government officials, and the public. You may also use letters to address individuals outside the department or agency when a personal tone is appropriate, such as in letters of commendation or condolence. - Electronic mail. Use email to transfer organizational and individual information. - Army Knowledge Online and Defense Knowledge Online. Use instant messaging as an alternate method to transfer organizational and individual information, facilitating communications with offices in multiple or distant locations. Use an MFR to document any decisions or agreements reached during instant messaging communications.
FM 6-99.2, “US Army Report and Message Formats,” is the Army's keystone manual for standardized report and message formats. It provides a standard, readily available reference from which soldiers as well as automation designers can extract report and message templates. FM 6-99.2 is a compendium of formats commonly used by tactical units from small unit to corps and forms the baseline for reporting and communicating as command, control, and communications technology evolves. It allows a common, authoritative understanding of reporting and communicating to exist among all US Army elements. It also relates to, supports, and drives command, control, and communications doctrine and US Army interaction with the joint and multinational communications communities. FM 6-99.2 facilitates the tailoring and task organization of US Army elements through standardization of the command, control, and communications formats units use to communicate internally. The voice-message templates contained in FM 6-99.2 provide the bridge between technologically advanced units and those not yet modernized. This is significant because, while our modernized units are among the most capable, nonmodernized units currently comprise the majority of the US Army's active component, all of the reserve components, and the majority of our potential allies. The US Army will continue to modernize all units, but the requirement to communicate expeditiously and succinctly via voice will remain. Potential attacks on our command, control, and communications networks, equipment damage, incompatible communications systems, and equipment failures are other consequences that may require the use of voice message formats, even for modernized units. As the US Army's doctrinal library for report and message voice templates, FM 6-99.2 is intended to prevent units from wasting time and resources designing command and control formats. Units at different locations and echelons can develop similar SOPs for report and message formats (voice and digital) that facilitate command, control, communications, computer, and intelligence (C4I) exchanges. The FM 6-99.2 formats are derived from existing Army Battle Command System (ABCS), United States Message Text Formats (USMTF), Allied Procedures Publication- 9 (APP-9) formats, as well as numerous unit SOPs. These sources, especially the formats from existing unit SOPs, have been collected, discussed, and chosen as the most user friendly, functional, and adaptable. As a user's manual, FM 6-99.2 will drive the formatting of future ABCS report and messages, US Army input to the development of APP-9, and the USMTF message formats. Formats contained in FM 6-99.2 are the mechanism through which the US Army seeks to adapt these joint and multinational formats into a user-friendly and standardized land component message format library. Parallel formats for ABCS, APP-9 and USMTF will enable US Army units to operate in joint and multinational command structures without reconfiguring their normal mode of operation. All future digitization formats for the US Army will be based on these voice message templates.
This manual, “The Army in Multinational Operations (FM 3-16),” provides a guide for Army commanders and staffs operating in a multinational environment. It applies across the full spectrum of military operations. It provides general information on important topics necessary for conducting multinational operations. However, it also lists questions that multinational partners need to address to improve their mission effectiveness and efficiency. Every multinational operation differs. The purpose, character, capabilities, composition, and scope of a multinational operation are functions of changing missions. These missions are magnified by the complexities of two or more armies operating together. Each member nation brings its own view and methods of operations. This manual blends key points of Joint Publication (JP) 3-16 into its approach to ensure considerations by Army elements of a joint force. It addresses the Army's roles and functions within a multinational operation. The focus is on responsibilities for conducting operations as part of a multinational force. It also addresses multinational leadership and provides examples of possible command relationships. Finally, it addresses planning considerations of the multinational commanders and their staffs. Information contained herein will help other national forces and other services plan and conduct multinational operations with U.S. Army forces. This manual takes into account the full continuum of operations and varying political objectives, force compositions, operating areas, and other factors. It also considers some general similarities in multinational operations. Because of varying compositions and varying political objectives, consensus is extremely difficult to obtain. Harmonization of the multinational force is critical to ensure unity of effort.
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