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* Rapid communications plan with risk approval authorities identified to ensure appropriate
approval prior to mission launch.
* Coordination requirements for security support from escort aircraft.
* Identify and coordinate aerial CASEVAC support when necessary.
3-153. The aviation brigade and GSAB staff, in conjunction with medical planners, must devise an
allocation plan that can support all of the evacuation coverage areas and the missions the evacuation order
assigns to the higher headquarters. Important considerations include the following points:
* Air ambulances are a low-density asset which must be employed efficiently. This may occur
with troops engaged in combat, in high population density areas, in areas of famine or disease
with high civilian casualties, or in refugee areas.
* In addition to performing point of injury missions, the forward support MEDEVAC platoon
evacuates patients from AXPs based on the ground scheme of maneuver, and performs patient
transfer missions between MTFs or other locations.
* The headquarters section and the area support MEDEVAC platoon may also be responsible for
point of injury missions within their immediate vicinity.
3-154. Although the organizational design of the air ambulance company can support a division AO in
certain situations, the effects of the mission variables can dramatically affect AE capability in the AO.
Figure 3-27, page 3-41, provides an example of how effects from mission variables can exceed AE
capability and require additional assets in the AO. Elements of the mission variables which could
complicate AE support to an AO include—
* Mission—
Noncontiguous AO.
Friendly forces are widely dispersed throughout the AO.
Coalition, joint, or other friendly elements who may operate in the AO and require AE.
* Enemy—
Enemy air defenses prohibit AE in forward areas.
Enemy operations prohibit ground MEDEVAC in certain areas.
* Terrain and weather—
Restrictive terrain may restrict ground MEDEVAC.
Weather patterns may prevent AE between certain locations.
* Troops and support available—
MTFs are widely dispersed throughout the AO.
Minimal medical facilities or assets in theater.
* Time available—
Aircraft speed or power limitations.
Local policies stipulate a maximum amount of time between AE request and arrival to a
MTF.
* Civil considerations—
Areas of concentrated populations at risk may require AE.
Dense population areas restrict LZ selection.
3-155. The air ambulance company may operate collocated with the GSAB or it may be task-organized
and conduct split-based operations to support several aviation task forces. Thorough logistics and support
planning is critical when an air ambulance company or forward support MEDEVAC platoon operates apart
from the GSAB headquarters. Further, AE units operating apart from their company or battalion
headquarters must be ready to continue operations during lapses in communications. Unit SOP, leadership,
and command guidance is necessary to compensate for increased risk of operations across widely-
distributed AOs. |
3-04 | 97 | Army Aviation Operations
Figure 3–27. Example evacuation zones in a noncontiguous area of operations
AEROMEDICAL EVACUATION MISSION PLANNING
3-156. AE requires coordinated planning and synchronization between aviation units, medical planners,
and supported units. Peer threat capabilities may deny AE access to specific areas during LSCO. AE limits
of advance may require the establishment of AXPs supporting ground-to-air exchange, and subsequent
evacuation, of patients prior to these areas. For additional challenges to MEDEVAC regarding LSCO as
well as other operating environment challenges, refer to ATP 4-02.2.
3-157. Although the air ambulance company is part of the Army Aviation organizational structure and C2,
AE is a medical mission performed with dedicated air ambulances. The aviation structural alignment, C2,
airspace control, logistical support, weather support, fuel support, and security support are examples of
advantages the air ambulance company gains by being organizationally aligned under Army Aviation that
directly benefit the safe execution of this mission.
3-158. Since time is a crucial factor during AE missions, crew duty cycles are generally executed
differently than typical aviation duty cycles. In contrast to a typical aviation mission cycle, continuous AE
coverage results in extended operational duty periods, which often exceed 24-hours in length. AE units
develop detailed battle rhythms that address aircrew resource needs unique to 24-hour continuous AE
operations. As planners develop these battle rhythms, supported units should recommend periods of higher-
and lower-tempo operations to guide when AE support will be most critical.
3-159. An AE aircrew duty cycle begins with basic crew-level mission planning, however the mission
location and time of execution are unknown. During this time, aircrews manage crew schedules and
maintain battlefield situational awareness to respond rapidly after receiving an AE request. Units must
establish unique fighter management cycles and briefing procedures for remote and/or split-based
operations.
3-160. The AE crew must mitigate risks just as other aircrews, but must do so without specific advance
information. By using the three W method—who, what and why—an AE aircrew can pre-position their
assets for success. The aircrew then maintains situational awareness throughout their area of operations and |
3-04 | 98 | Chapter 3
once a 9-line MEDEVAC mission request is received, and all critical data is provided in order to complete
the necessary information required to complete planning and respond.
AEROMEDICAL EVACUATION REQUESTS
3-161. Specific procedures, frequencies, and security requirements for transmittal of MEDEVAC requests
are delineated through the orders process and are made a part of the unit/command SOP. Based on the
mission variables, each AO may have a different primary method of MEDEVAC (via ground or air).
Sectors with a high ground-to-air or air-to-air threat may rely on ground evacuation assets to move the
majority of patients. In other sectors where the ground threat is high and comprised of small arms or IEDs,
AE operations may be more efficient. It may take a combination of both air and ground evacuation assets
and air and ground force protection assets working in concert to mitigate the risk to perform the evacuation.
3-162. Soldiers are evacuated from the point of injury to an AXP or MTF by the most expeditious means
of MEDEVAC based on their medical condition, assigned evacuation precedence, availability of
MEDEVAC platforms, and the threat. It is critical that all commanders with C2 of AE assets understand the
categories of casualty precedence. The evacuation precedence for the Army operations at Role 1 through 3
MTFs are—
* Priority I, Urgent is assigned to emergency cases that should be evacuated as soon as possible
and within a maximum of 1 hour to save life, limb, or eyesight; prevent complications of serious
illness; and avoid permanent disability.
* Priority IA, Urgent-Surgical is assigned to patients that should be evacuated as soon as possible
and within a maximum of 1 hour who must receive far forward surgical intervention to save life,
limb, or eyesight and stabilize for further evacuation.
* Priority II, Priority is assigned to sick and wounded personnel requiring prompt medical care.
This precedence is used when the individual should be evacuated within 4 hours, if medical
condition could deteriorate to such a degree that patient becomes an URGENT precedence,
whose requirements for special treatment are not available locally, or who may suffer
unnecessary pain or disability.
* Priority III, Routine is assigned to sick and wounded personnel requiring evacuation but whose
condition is not expected to deteriorate significantly. The sick and wounded in this category
should be evacuated within 24 hours.
* Priority IV, Convenience is assigned to patients for whom evacuation by medical vehicle is a
matter of medical convenience rather than necessity.
Note. The North Atlantic Treaty Organization no longer recognizes Priority IV, Convenience;
however, this category is still included in the United States Army evacuation priorities.
3-163. Evacuation precedence assists the supporting headquarters to determine priorities for committing
AE assets. Proper classification of each evacuation mission is especially important, since over-
classification can lead to reduced evacuation assets available for follow-on missions.
3-164. Figure 3-28, page 3-43, depicts the sequence of two different AE missions in a LSCO
environment:
* The right-hand portion of the figure shows a casualty in an AO with a high enemy air defense
threat. The casualty is ground-evacuated from the point of injury, through a casualty collection
point and battalion aid station, to a brigade support medical company in the brigade support area.
Due to the enhanced anti-aircraft threat in this particular example, the DS forward support
MEDEVAC platoon only operates between the brigade support area and the division support
area. Once the casualty arrives at a field hospital in the division support area, he or she is then
evacuated to higher levels of care by the area support MEDEVAC platoon until being evacuated
from theater by inter-theater AE assets.
* The left-hand portion of the figure shows an AE request and mission execution in a lower-threat
AO. The initial MEDEVAC request flows from forward elements to a BCT headquarters while
the casualty is evacuated to an AXP by ground. Due to the lower air defense threat in this AO, |
3-04 | 99 | Army Aviation Operations
the forward support MEDEVAC platoon in DS to the BCT evacuates the casualty from the AXP
to a forward resuscitative surgical team in the BCT AO. From there, the casualty begins
movement to higher levels of medical care in the division and Corp support areas, until being
evacuated from theater by inter-theater AE assets.
Figure 3–28. Example of medical evacuation request and execution
3-165. Procedures for requesting MEDEVAC support must be institutionalized down to the lowest level.
The 9-line MEDEVAC request provides a standardized message format that helps expedite the MEDEVAC
process. The same format is used for both air and ground MEDEVAC requests. Some multinational
partners may require or request additional information on the MEDEVAC request. This additional
information may be included into MEDEVAC requests to United States MEDEVAC units. This
information would be the incorporation of the MIST report at the end of the MEDEVAC request. The
pneumonic “MIST” stands for—
* M-Mechanism of injury.
* I-Injury or illness sustained.
* S-Signs and symptoms.
* T-Treatment given. |
3-04 | 100 | Chapter 3
AUTHORIZATION
3-166. The use of Army AE assets for missions requires both a medical mission approval authority and a
launch authority, as specified by the senior commander.
MEDICAL MISSION APPROVAL AUTHORITY
3-167. Medical mission authority begins at the theater-level through the creation of the theater evacuation
policy and the medical rules of eligibility documents by appropriate medical officers. Once approved, these
documents are published through the orders process and become the foundation for what constitutes a valid
medical mission. For AE missions, the medical approval authority is accomplished by verifying the details
of the 9-line MEDEVAC request with the policy contained in the theater evacuation policy and/or medical
rules of eligibility. Once confirmed that the mission request falls within the established theater guidance,
the request becomes an approved medical mission. The validation of the medical necessity to generate a
requirement can include—
* Transport of a casualty.
* Patient precedence.
* Requirement for blood or blood products.
* An emergency resupply of medical-related supplies, equipment, or personnel.
URGENT AND URGENT-SURGICAL MISSION REQUESTS
3-168. Department of Defense policy dictates the standard completion time for approved URGENT and
URGENT-SURGICAL MEDEVAC mission requests as 1 hour, with the time beginning to elapse once the
MEDEVAC mission request is received by evacuation elements and stopping when the patient is delivered
to the appropriate medical treatment facility.
LAUNCH AUTHORITY
3-169. The aviation commander considers the collective risk assessment of the mission and determines
final execution or launch authority. The operational aspects related to the collective risk assessment
include, but are not limited to—
* Patient care requirement (most important factor).
* The threat or enemy actions.
* ROE.
* Weather.
* Fighter management.
* Escort requirements.
* Overall tactical situation.
3-170. It is essential for commanders to have documented procedures in place when pre-authorizing AE
missions. AE launch approval procedures must delineate between appropriate approval levels for different
priorities of AE requests. Brigade commanders are authorized to delegate launch approval authority to
subordinate commanders for certain missions according to AR 40-3 and AR 95-1. Commanders may also
consider authorization procedures which account for single-ship AE missions or en-route linkup with escort
or security aircraft, when tactically feasible.
MEDICAL OPERATIONS CELL
3-171. The medical operations cell in the aviation brigade headquarters provides assistance in planning
and coordination for air ambulance employment and utilization. The medical operations cell performs the
following functions:
* Establishes flight procedures specific to AE missions within the CAB. This may include special
routes or corridors as well as procedures for escort aircraft link-up. |
3-04 | 101 | Army Aviation Operations
* Ensures LOCs to supported units and higher echelons of medical command are available. The
medical operations cell also ensures supported units understand AE procedures and capabilities.
* Establishes AE briefing and launch procedures.
* Maintains awareness of the tactical and medical situation. Coordinates with medical regulators at
higher echelons to efficiently conduct GS and works in concert with adjacent units.
* Assists the GSAB or CAB staff in conducting MEDEVAC operations.
AERIAL CASUALTY EVACUATION
3-172. Differentiated from AE, aerial CASEVAC is the unregulated transport of injured personnel with
the use of Army Aviation assets that do not have onboard medical personnel or equipment. Aerial
CASEVAC operations may be dedicated, designated, or opportune. During dedicated or designated
CASEVAC, augmentation of medical providers and equipment reduces the necessity of supported
maneuver forces to provide medical equipment and providers or buddy-aid escorts to the aerial CASEVAC
asset at the pickup location. Augmentation functions as a force multiplier by not further reducing the
maneuver element’s personnel, assets, and capabilities.
DEDICATED AERIAL CASUALTY EVACUATION
3-173. Dedicated aerial CASEVAC consists of dedicated aircrews and equipment identified and reserved
exclusively for the CASEVAC mission. This is the highest level of classification for aerial CASEVAC, and
is usually a specified task from higher headquarters and should be for a specific period of time. Dedicated
aerial CASEVAC may be required for specific operations where AE assets are not assigned or available, or
when casualty estimates are expected to overwhelm available AE assets. Dedicated AE crews are not called
on to perform any other mission. Dedicated aerial CASEVAC operations and procedures should be similar
in conduct of the AE mission and be fully integrated into the patient movement system, to include
augmentation with medical providers and equipment if available.
DESIGNATED AERIAL CASUALTY EVACUATION
3-174. Designated aerial CASEVAC assets perform other roles during the operation such as an air assault
or air movement, but are also specifically tasked with aerial CASEVAC operations as a contingency. This
task may come from higher headquarters or may be identified during mission planning. Tasking may be for
a specific time period, a specific phase of an operation, or for a specific mission. When designating non-
medical assets for aerial CASEVAC requirements, augmentation of medical providers and equipment
should be considered, depending on availability. Commanders must identify procedures for receipt of
mission as well as launch approval.
3-175. When planning to utilize designated aerial CASEVAC in support of specific operations, such as an
air assault, link-up procedures with air or ground MEDEVAC assets should be established and rehearsed.
Establishing link-up procedures allows for rapid transfer of urgent casualties to MEDEVAC assets and
allow aerial CASEVAC assets to return to provide further support to the operation. Link-up procedures
with MEDEVAC assets reduces lengthy evacuations where en-route care is limited or unavailable.
OPPORTUNE AERIAL CASUALTY EVACUATION
3-176. Given the opportunity, any available Army utility or cargo aircraft is capable of performing aerial
CASEVAC operations. Opportune aerial CASEVAC may be a necessity during operations, but represents
the lowest level of CASEVAC and is the highest risk of morbidity and disability to the casualty. By
planning for MEDEVAC and CASEVAC through all phases of an operation, commanders effectively
reduce the necessity for lifts of opportunity.
SECTION IX – COMMAND AND CONTROL SUPPORT
3-177. Army Aviation enhances C2 by providing ground and air commanders the ability to visualize,
describe, direct, lead, and assess operations from the location of their choice on the battlefield. Command |
3-04 | 102 | Chapter 3
and control support allows commanders to reposition rapidly to the decisive point on the battlefield,
develop the situation, and reach back to resources at their CP or a higher headquarters as required. Army
Aviation C2 assets provide a means for C2 to be comprehensive and provide beyond line of site voice and
data communications. Army Aviation supports C2 through the use of C2 aircraft, UAS communication
relay package, and ATS increasing a commander’s ability to integrate and synchronize operations.
COMMAND, CONTROL, AND COMMUNICATIONS AIRCRAFT
3-178. Command, control, and communications aircraft enable the maneuver commander to better
understand, visualize, describe, direct, lead, and assess operations over extended ranges and complex
terrain. The CAC provides the means by which air and ground commanders can rapidly traverse and see the
AO. The CAC does this by providing airborne C2 and aerial retransmission as directed. The C2 UH-60
aircraft gives the commander an enhanced capability communicate over extended distances by performing
C2 while moving, serving as an aerial tactical CP, and providing an early entry CP. The onboard
communications linkages allow for continuous contact between the commander and committed forces.
These linkages also help maintain situational awareness, issue and receive fragmentary orders with
graphics, synchronize fire and maneuver, and extend coverage. With networked-enabled communication
systems, commanders and staffs assimilate significantly greater amounts of data faster and with greater
clarity. The CAC is organic to the GSAB of the CAB, and conducts C2 support either DS or OPCON to the
maneuver commander. The aviation unit providing the aircraft must coordinate with the supported unit
early to integrate the C2 aircraft during the planning process. The aircrew of the C2 aircraft should attend
orders and rehearsals of the supported unit to fully understand the operational scheme of maneuver and to
best integrate the aircraft into the plan.
3-179. Scheme of maneuver. Command and control support occurs in a CAC aircraft flying in controlled
airspace. The most common ACMs used is an airborne command and control area. Coordinated through the
operations officer or S-3 (Air), ADAM/BAE, or other air planning element, the airborne command and
control area does not conflict with current operations of the supported unit, and is in an area that supports
the maneuver commander’s plan. It may be necessary to plan for multiple airborne command and control
areas. During offensive operations, on-order ROZs are planned in order to allow C2 aircraft to maneuver
commensurate with the offensive tempo.
3-180. Threat. Aviation battalion operations and intelligence officers must carefully analyze the threat
and the impact potential threats may have upon aircraft operating in a ROZ. ROZ operations may fix an
aircraft over a piece of terrain for prolonged periods, thus an accurate threat assessment must inform ROZ
location selection. A careful analysis of the ROZ by the aviation unit ensures the ROZ can support the
ground maneuver commander's concept.
3-181. Communications. ROZ selection maximizes LOS communications with all elements of the
ground force, ideally extending the range maneuver forces may cover in an operation. A careful mission
variable analysis allows ROZ selection in an area that appropriately balances operational risk with mission
requirements.
3-182. Routes to/from the ROZ. Flight routes must be developed to support the aircraft's transition to the
ROZ. These flight routes must be planned carefully, should avoid over flight of friendly artillery units, and
should be opened and closed as needed through close coordination with the appropriate airspace element or
controlling agency. The detailed planning of air routes, similar to the procedural control offered by a ROZ,
enables success of the combined arms team through detailed planning.
3-183. Battlefield circulation of key leaders. The GSAB and the AHB execute missions that facilitate
C2 support through leadership battlefield circulation designed to promote shared understanding. Battlefield
circulation also supports commanders’ efforts to inform and influence audiences inside and outside their
organizations, such as through Soldier and leader engagements. In order to meet the circulating leader’s
intent, the supporting aviation unit needs to closely coordinate with the leader’s staff to ensure thorough
planning and analysis for each mission. |
3-04 | 103 | Army Aviation Operations
UNMANNED AIRCRAFT SYSTEM COMMUNICATIONS RELAY
PACKAGES
3-184. The Army, as part of a joint network, employs a three-tiered communications system. This
network has aerial, space, and terrestrial components provided by individual services, linking the various
elements of the joint force to the global information grid. UAS facilitate C2 by extending the network as
the commander circulates in the OE. Both UAS communication relay packages enhance C2 by providing
extended-range voice communications between CPs, ground, and aviation units.
3-185. The Gray Eagle is designed to support communications relay as one of its primary missions. It
is equipped with a communications relay package-medium and provides extended tactical
communications. This enables forces to communicate over the horizon and provides extension of the voice
data network. Shadow UAS provides an additional layer of communications relay capability. This
system provides a single channel of extended tactical voice communications.
3-186. Gray Eagle and Shadow UAS provide LOS communications relay; however, only the Gray Eagle
is able to provide over-the-horizon communications relay through satellite communications. A careful
analysis of mission variables allows the loiter area to be selected in an area that provides security and
uninterrupted communications.
3-187. Terrain and Weather. Both natural and man-made features limit sensor effectiveness and C2.
Flat terrain eases LOS issues while mountainous terrain may reduce unmanned aircraft range and data
relay capability. Additionally, communications (voice and video) degradation between UAS and ground
maneuver units may be experienced during inclement weather.
3-188. Enemy Threat. Aviation battalion operations and intelligence must carefully analyze the threat
and the impact potential threats can have upon aircraft working in the airspace above the battlefield. Since
the Gray Eagle and Shadow mostly operate above the coordinating altitude for extended periods, medium-,
and high-altitude air defense artillery, surface-to-air missiles, and MANPADS threats need to be identified
and avoided. A careful analysis of the loiter area by the aviation unit ensures it can support the ground
maneuver commander's concept and remain clear of high threat areas.
3-189. Routes to/from the loiter area. Flight routes must be developed to support the aircraft's transition
to and from the objective area and maximize their communications relay packages. These flight routes must
be planned carefully, should avoid over flight of friendly artillery units, and should be opened and closed as
needed through close coordination with the appropriate airspace element or controlling agency.
SECTION X – PERSONNEL RECOVERY
3-190. Army PR is the military efforts taken to prepare for and execute the recovery and reintegration of
isolated personnel (FM 3-50). Personnel recovery is a portion of the protection warfighting function which
begins with personnel recovery guidance; this is found in Annex E, Appendix 2, of a base order. At the
tactical level, personnel recovery guidance is refined, by commanders into specific actions for the Soldier,
known as isolated Soldier guidance, which provides mission specific guidance to the individual. Personnel
recovery is an individual and a collective responsibility incorporated into the orders process through the
military decision making process. SOPs and battle drills may be developed or refined in order to be
properly integrated into mission planning and preparation. This also enables rapid execution of PR when
required. Additionally, this integration establishes coordination points with other staff and joint elements
effectively integrating into the overall PR architecture as well as ensuring commanders are aware of PR
requirements.
3-191. Army Aviation integrates into PR in two ways. First, Army Aviation supports the ground force
commander in the execution of PR missions by conducting air assault, air movement, AE, attack,
reconnaissance, security, and/or C2 support. Second, Army Aviation conducts recovery of its own forces
who are isolated by conducting immediate recovery of isolated personnel or by conducting deliberate
recovery of designated forces by serving as the recovery force. |
3-04 | 104 | Chapter 3
3-192. PR missions are a combat task and may require the seizing and holding of a defined area of terrain
for a specified time. Commanders must have available resources to ensure security for the isolated
personnel as well as the recovery team through all phases of the PR mission.
PERSONNEL RECOVERY METHODS
3-193. Army Aviation’s role in PR is in the execution of pre-established procedures and well-rehearsed
operations to report, locate, support, recover, and reintegrate isolated personnel. There are four methods of
recovery used by Aviation forces to support the ground force commander or to recover their own personnel.
3-194. Unassisted recovery comprises actions taken by isolated personnel to achieve their own recovery
(sometimes referred to as self-recovery). An unassisted recovery typically involves an evasion effort by
isolated personnel to get back to friendly forces or to a point where they can conduct a successful link-up
with friendly forces or be recovered via another method. Army Aviation units train and equip all
individuals to self-recover in the event recovery forces cannot execute other recovery methods due to
weather, threat, or operational necessity. Isolated personnel may have the most complete knowledge of
their situation and use individual training to evade enemy forces, awaiting the opportune time to return to
friendly control. An unassisted recovery may depend on the condition of the isolated personnel and the
situation at the location where they are isolated. A wounded, injured, exhausted, or disoriented isolated
personnel, one endangered by enemy forces, or one without the proper equipment, may be unable to self-
recover. If possible, isolated individuals communicate if they cannot conduct unassisted recovery to alert
the responsible command to begin planning for an immediate, deliberate, or external supported recovery.
3-195. Immediate recovery is the sum of actions conducted to locate and recover isolated personnel by
forces directly observing the isolating event or, through the reporting process, determining isolated
personnel are close enough for them to conduct a rapid recovery with the forces at hand without detailed
planning or coordination. Immediate recovery aims to locate isolated persons, keep them under direct
observation, and recover them before the enemy understands the situation. Immediate recovery assumes the
tactical situation permits a recovery with the forces at hand, and those forces have a clear enough
understanding of the situation to accomplish the mission. It also assumes that successful recovery occurs
without excessive casualties to the recovery force, without unduly imperiling the isolated person, and
without endangering the unit’s overall mission. Unit commanders initially plan to conduct PR operations in
support of their own missions within the scope of immediate recovery efforts. Army Aviation provides
rapid movement capability for quick reaction forces under control of the unit initiating immediate recovery
efforts. Immediate recovery efforts begin as soon as an isolating event is identified and authenticated.
Isolating events may require rapid action to prevent potential capture and exploitation of the isolated
personnel. When the enemy situation or mission objectives do not allow for immediate recovery, unit
commanders may elect to transition to deliberate recovery efforts.
3-196. Deliberate recovery is the sum of actions conducted by Army forces when an incident is reported
and immediate recovery is not feasible or was not successful. Weather, enemy actions, isolated personnel
situation, current operations, and recovery force capabilities are examples of factors that may require the
detailed planning and coordination of a deliberate recovery. Commanders conduct deliberate personnel
recovery like any other deliberate operation, using the military decision making process and appropriate
preparation. The operation can be a mission specifically to recover an isolated person or a specified or
implied task in another mission.
3-197. External supported recovery is the sum of actions conducted when immediate or deliberate
recovery is not feasible or was not successful. It is either the support provided by the Army to other joint
task force components, interagency organizations, or multinational forces, or the support provided by these
entities to the Army. CAS, intelligence, surveillance, and reconnaissance, support, and airborne C2 are
examples of capabilities that may be required from different components to execute an external supported
recovery.
3-198. The selected type of recovery is based upon mission variables and additional commander
considerations. Within the close area, and especially in vicinity of the line of contact, the immediate
recovery in the form of a movement to contact is common. A recovery in the deep area typically takes the |
3-04 | 105 | Army Aviation Operations
form of a deliberate recovery conducted as an attack or air assault in order to allow sufficient time to mass
combat power and coordinate maneuver with adjacent units. In LSCO, unassisted recovery is the normal
selection as large numbers of isolated personnel attempt to regain contact with the nearest friendly force
and occurs throughout the close, support, and consolidation areas.
3-199. During immediate PR events, the first aircraft on scene assumes duties as the on-scene commander
during the conduct of the PR mission. During deliberate PR missions, the role of on-scene commander is
assigned by the commander executing the PR mission. On-scene commander duties are typically assigned
to the aircraft with the ability to maintain situational understanding and provide immediate fires in support
of personnel on the ground. Specific attention must be applied to commander’s intent with respect to the
enemy influence which caused the PR event to occur. Specific ROE may be required to facilitate protection
of personnel during the recovery phase of the mission. For more detailed PR information, see FM 3-50.
3-200. BAE personnel ensure aviation asset integration into the BCT PR plan. While detailed PR mission
planning cannot be conducted prior to any isolating event, contingency planning and rehearsals ahead of
the operation decrease reaction time required for recovery force activation. Aviation provides organic lethal
fires through manned and unmanned armed aircraft. When aerial security is required, manned aircraft are
the primary selection due to rapid response to the developing scenario. Lift and assault aircraft provide
transportation to recovery force personnel, insertion of support equipment during denied landing events,
medical support at the point of recovery through the transportation of the isolated personnel, and extraction
capability for unit personnel involved in recovery efforts.
PERSONNEL RECOVERY OFFICER/UNIT PERSONNEL RECOVERY
REPRESENTATIVE
3-201. Every member of the aviation staff has a role during PR operations. To ensure that these roles are
properly executed, the staff must undergo training to hone these skills. The duties and responsibilities of
each staff member during an isolating event will be documented in the unit’s PR SOP.
3-202. All echelons above battalion have trained PR specialists who are assigned as PR officers.
Commanders at all subordinate echelons assign a PR representative. The PR representative serves as the
unit’s PR program manager to ensure all PR tasks are planned, coordinated, and completed. The PR
representative liaises with the PR officer at the brigade level and other PR organizations, and acts as the
point of contact and fusion point for PR matters at their respective levels.
3-203. PR officer duties fall into four broad categories: advisor to the commander, point of contact for PR
efforts among the staff, staff coordinator for PR activities, and PR trainer. At battalion level and lower, the
PR representative acts as a fusion point to gather PR-related information for their respective unit and
integrates guidance from higher command into plans and unit SOPs (specified details of recovery plans
must be handled at the appropriate classification to protect both the recovery force and the isolated
personnel). Additionally, the PR representative conducts horizontal and vertical coordination with the
personnel recovery coordination cell or section, adjacent, and subordinate units during a PR incident.
Depending on the echelon, the PR officer or representative performs these duties as follows:
* Battalion and brigade level—
Ensures PR is integrated into the unit training plan and SOP.
Ensures the PR program complies with all Army and Joint regulations and requirements.
Ensures sufficient PR equipment is available to the unit.
Provides PR training to all assigned, attached, and external supporting personnel.
Includes PR responsibilities in unit pre-mission planning and execution.
Establishes PR staff capabilities and assigns primary responsibilities in the CP as the focal
point for the commander and staff.
Establishes isolated personnel reporting requirements in the brigade and subordinate
information management systems.
Recommends task organization and mission assignment to subordinate elements. |
3-04 | 106 | Chapter 3
Collects and processes information developed by the joint personnel recovery center or
other PR centers.
Advises the commander on steps to ready subordinate units for PR missions.
Synchronizes and integrates all required assets for PR activities.
Assists subordinate staffs and commanders in the development of their specific echelon’s
PR system.
Supports joint PR operations, if directed.
* Company, troop, or below level—
Develop guidance for isolated personnel or evasion plans of action for every member of the
unit.
Identify shortfalls in PR capabilities during troop leading procedures.
Identify information requirements for potential PR operations.
Evaluate each tactical situation and plan accordingly.
Assess the unit’s ability to complete the PR tasks.
Request the support required to address shortfalls in capability.
SECTION XI – AERIAL-DELIVERED MINE OPERATIONS
3-204. Aerial-delivered mines (Volcano) support offensive or defensive operations by emplacing
minefields under varied conditions; reinforcing existing obstacles; closing lanes, gaps, and defilades;
protecting flanks; and denying probable enemy air defense, artillery, or other projected sites. Aerial-
delivered minefields may also be employed for flank protection of advancing forces and when conducting
aviation and ground unit flank guard or screen missions.
3-205. The ground commander integrates obstacles into the scheme of maneuver to shape the AO or
develop the engagement area. The ground commander may rely on the AHB to employ air volcanoes in
support of the ground scheme of maneuver, which may require the AHB to travel extended distances to
emplace a minefield.
3-206. When emplaced, the minefield seeks the following effects on the enemy:
* Disrupt. With low lethality and density, the commander’s intent is to confuse enemy
formations with near randomness or denial of high-speed roads, bridge approaches, or
masking terrain.
* Fix. These minefields are placed to permit synchronized ground force fires once encountered.
* Turn. Density and lethality are sufficient to influence the maneuver of enemy formations in
another direction.
* Block. Density and lethality are sufficient to deny enemy use of terrain when emplaced with
other natural and man-made obstacles.
SECTION XII – COUNTER-AIR CONSIDERATIONS
3-207. Counter-air is a theater mission that integrates offensive and defensive operations to attain and
maintain a desired degree of control of the air and protection by neutralizing or destroying enemy aircraft
and missiles, both before and after launch. The counter-air mission integrates offensive counter-air (OCA)
and defensive counter-air (DCA) operations to attain and maintain the JFC’s desired degrees of control of
air and protection by neutralizing or destroying enemy aircraft and missiles, before and after launch. These
operations may include the use of Army manned or unmanned aircraft as well as precision fires, artillery,
ground forces, special operations, space/cyberspace operations, EW, and other capabilities to create the
desired lethal and/or nonlethal effects. For more information on counter-air operations, see JP 3-01.
3-208. The goal of OCA operations is to prevent or disrupt the launch of enemy aircraft and missiles by
engaging them and/or their overall supporting infrastructure prior to employment. OCA includes four
operations: |
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* Attack operations. OCA attack operations include offensive action by any part of the joint force
in support of the OCA mission against targets which contribute to the enemy’s air and missile
capabilities.
* SEAD. Activity that neutralizes, destroys, or degrades surface-based enemy air defense systems
by destructive and/or disruptive means.
* Fighter escort. Fighter escort provides dedicated protection sorties by air-to-air capable fighters
in support of other operations.
* Fighter sweep. Fighter sweep is an offensive mission by fighter aircraft to seek out and destroy
enemy aircraft or targets of opportunity in a designated area.
3-209. DCA is all defensive measures within the theater designed to neutralize or destroy enemy forces
attempting to penetrate or attack through friendly airspace. DCA encompasses direct (active and passive)
defensive actions taken to destroy, nullify, or reduce the effectiveness of hostile air and missile threats
against friendly forces and assets. The goal of DCA operations, in concert with OCA operations, is to
provide an area from which forces can operate while protected from air and missile threats. DCA
operations must be integrated and synchronized with OCA operations and all other joint force operations.
The area air defense commander, if established by the JFC, is responsible for DCA planning and
operations.
PRE-MISSION PLANNING
3-210. Critical to any operation is prior planning; this is no different when considering operations in
contested airspace. Pre-mission planning considerations include—
* Commanders ensure their crews plan for aerial threats regardless of their assigned missions.
* Providing security for aircraft conducting deep operations.
* Attacking targets from maximum standoff ranges whenever possible.
* Incorporating terrain and weather into planned maneuver.
OPERATIONS
3-211. Several air combat maneuvering concepts have proven to be successful in the air combat
environment. Although these principles originated from FW experiences, they have specific application to
helicopter operations as well.
3-212. Seeing the enemy first is the key to survival in an air combat environment. In addition to visual
observation, any tool available should be used to "see" the threat. Some of these tools might include the
airborne warning and control system or the forward area air defense system, UAS, or AH-64D/E Longbow
radar.
LOOKOUT AND OBSERVATION
3-213. During the conduct of operations, aircrews must be vigilant in their lookout for enemy aerial
threats. A successful engagement depends on effective lookout procedures. The timely receipt of an attack
warning and prompt, accurate communication of the attack to other aircrew members is critical. Friendly
forces must be able to recognize the threat based on more than the physical characteristics of their aircraft.
They must be familiar with threat tactics and be able to recognize the threat's intent quickly. The mission
briefing should address the required actions if friendly aircraft see the threat first. The mission may require
friendly forces to bypass the threat or engage it immediately. If the threat is bypassed, friendly forces
should forward essential elements of information to the next higher headquarters.
3-214. Individual aircrew members should maintain specific lookout sectors from the cockpits of their
aircraft. Each aircraft in the formation should also maintain lookout sectors that the commander assigns. As
much as aircraft cockpit design permits, the sectors of observation should equal 360 degrees around the
aircraft and formation. |
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3-215. Commanders should analyze the mission variables to determine if other methods of observation
should be employed. For example, if an attack from the rear sector is possible, friendly forces may find it
necessary to perform "S" turns or conduct frequent check turns to maintain observation in that sector.
Utility and cargo aircrew members/door gunners can also help maintain observation to the rear and flanks
of their aircraft and the formation. Sectors of observation also must include vertical airspace. Crews should
scan areas out to the maximum effective ranges of the expected threat weapon systems. Finally, there is no
safety in numbers. Aircrew members must not become complacent and assume that other crew members
will detect the threat first. They must maintain a constant visual watch. Multiple sets of eyes scanning the
same sectors reduces the chances of threat aircraft approaching a formation undetected.
3-216. Avoiding detection, recognizing and evaluating threats, and being unpredictable are considered
viable lookout techniques.
Avoiding Detection
3-217. If the threat detects friendly aircraft, the friendly aircraft become targets. Friendly forces must,
therefore, employ proper terrain flight techniques and electronic counter-countermeasures to avoid visual
and electronic detection.
Recognizing and Evaluating the Threat
3-218. All aircraft should be considered hostile until they are positively identified. Aircraft identification
based entirely on its physical characteristics is dangerous. Aircrew members must be familiar with the
capabilities, weapons, and tactics of all potential threat aircraft. Aircrew members must assess the
difference between nonaggressive maneuvering and maneuvering in preparation for attack. The results of
this assessment may be the first indication of whether the threat is searching or passing through and if it has
detected friendly aircraft. If detected, friendly aircraft must execute the appropriate battle drill and avoid,
evade, threaten, or engage the threat as the situation dictates. A drill may not be necessary to call if
detection of the threat is made with sufficient time to make a tactical decision.
Being Unpredictable
3-219. Repetitive patterns by friendly forces increase the potential for the threat to gain and maintain an
advantage. Aircrew members must maintain situational awareness at all times, and this includes avoidance
of setting patterns in routes of flight or response to threat actions. Timely communication between aircrew
members enhances coordination and situational awareness and allows for distinct, unpredictable
maneuvering.
AIR COMBAT DOCTRINE
3-220. Some basic tenets of air combat doctrine are provided below:
* Avoid. Unless directed by mission orders, aviation forces maneuver to avoid being observed by
threat aircraft. They accomplish this using terrain, cover, concealment, and appropriate
movement techniques to avoid disclosing their location. Aircraft survivability equipment should
be coupled with active measures such as altering routes of flight when threats are detected
beyond visual range.
* Alert. The alert call is critical to the survival of the force. It is transmitted by the aircrew who
first observes the threat. The crew who, at the moment the threat is observed, has the highest
level of situational awareness. The alert is a brief message that instantly raises the awareness of
the force to the presence of a threat, the direction of the threat, and of the response to be taken to
avoid, evade, threaten, or engage the threat. The alert is a command to act.
* Evade. If time and maneuver space permit, friendly RW aircraft should use terrain flight
environments to evade the threat. This action should be used to the advantage of the friendly
force to avoid engagement. High-performance aircraft will encounter problems maintaining sight
of slow moving friendly helicopters as their dive-angle steepens. Crews may also consider
landing their aircraft if space permits and they believe they have not been detected. However, |
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friendly aircraft should not attempt to evade if maneuver space or aircraft power is inadequate,
or if evading will result in a tail chase.
* Threaten. If the threat initiates aggressive action and avoidance or evasion is not an option,
friendly aircraft should execute appropriate battle drills to orient weapons on the threat. The
threat may break off and avoid engagement at the appearance of a well-coordinated, formidable
defense.
* Engage. If the threat was avoided evaded, or threatened, and the action was found to be
unsuccessful, friendly aircraft must act immediately to engage and neutralize the threat. |
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Army Aviation Sustainment
SECTION I – OVERVIEW
4-1. This chapter addresses aviation sustainment requirements and the capabilities aviation provides to
support the force. It focuses on the aviation specific details of the sustainment warfighting function and
elements of sustainment—logistics, personnel support, HSS—and their impact on aviation operations.
4-2. Sustaining Army Aviation units in complex environments requires a logistics network capable of
projecting and providing the support and services necessary for extended operations in order to support the
ground maneuver commander through the entire range of military operations. While conducting aviation
sustainment operations, aviation commanders and staffs must adhere to sustainment principles: integration,
anticipation, responsiveness, simplicity, economy, survivability, continuity, and improvisation (ADP 4-0,
ATP 3-04.7, and ATP 4-33). These imperatives apply across the conflict continuum to units conducting
offense, defense, and stability operations.
4-3. By employing effective sustainment operations, aviation commanders have the combat power
necessary to support decisive action essential to retaining and exploiting the initiative. For this reason,
sustainment must be planned and synchronized at every level of the operation. Commanders must know the
OE, understand requirements, track requisitions, and make crucial decisions ensuring responsive
sustainment. LSCO heavily tax aviation sustainment networks, and the continuous generation of aviation
combat power is one of the commander’s most significant concerns throughout an operation. Successful
aviation sustainment in LSCO require redundant LOCs, well-trained processes, and commanders and staffs
knowledgeable in the above-listed sustainment principles.
SECTION II – MAINTENANCE AND LOGISTICS
4-4. Army Aviation maintenance is a primary focus of the aviation commander, as it drives the
availability of operational aircraft that can be used in support of the ground maneuver commander’s
operational requirements. It also determines the level of tactical mission support each aircraft is able to
perform during mission execution. An efficient, properly resourced maintenance program provides the
maximum number of aircraft available on a consistent basis for mission support, thus increasing combat
power. For more information on aviation maintenance, see ATP 3-04.7.
4-5. Aircraft are generally limited by scheduled inspections at prescribed flight hour intervals. In order to
provide the commander operational flexibility, the maneuver companies, AMC, and ASC must be
organized and directed to perform scheduled maintenance well in advance of an operation. They must also
prepare to perform unscheduled maintenance forward. The accepted goal for aircraft bank-time is generally
50 percent. The AMC and ASC should expect to drive the unit bank-time as high as possible in the
preparation phase of a significant operation. This ultimately provides the commander more flexibility and
allows the AMC to focus efforts on unscheduled maintenance, repairing aircraft, and preserving combat
power.
FIELD-LEVEL MAINTENANCE
4-6. Field-level maintenance is accomplished throughout the CAB by aviation companies and AMCs in
maneuver battalions and by the ASC in the ASB.
4-7. Aviation maneuver companies perform scheduled maintenance with assigned maintenance personnel.
They also perform unscheduled field maintenance on assigned manned and unmanned aircraft provided that |
3-04 | 112 | Chapter 4
they have readily available parts and required tools to perform those maintenance tasks. Aviation maneuver
companies are supported by the AMC assigned to the aviation maneuver battalions. This organization
provides a robust capability that performs both scheduled and unscheduled aircraft maintenance.
4-8. The AMC is organized with a production control (PC) section that develops a maintenance execution
plan to support mission requirements as determined by the unit commander. It is fully supported with a
quality control (QC) section, a group of highly qualified and experienced noncommissioned officers that
provide technical oversight and safety on all associated maintenance actions to ensure strict adherence to
maintenance task performance and inspection.
4-9. In LSCO, field maintenance is expected to occur in support and close areas. The AMC is normally
task organized into field maintenance teams to provide mobility and flexibility in the close area while
repairing or recovering aircraft. These teams may operate independently, with FARP personnel, or with
other units to improve security posture depending on threat. These teams do not have organic air defense,
anti-armor, or indirect fire capabilities. See ATP 3-04.7 for more information on field maintenance teams.
4-10. The ASC is organic to the ASB; it provides aviation field-level and phase maintenance for the CAB.
The ASC can also provide maintenance augmentation to aviation battalions when support is needed due to
high operational tempo or other situations where augmentation is required such as split-based operations.
The ASC structure with sets, kits, outfits and tools enables enhanced capabilities and capacity to conduct
back shop component repairs unavailable across the rest of the CAB.
SUSTAINMENT-LEVEL MAINTENANCE
4-11. Sustainment-level maintenance consists of tasks on airframes or components that cannot be
performed by the CAB due to the lack of facilities, tools, technical skills or authorization. Typically,
support is provided by the TASMG, original equipment manufacturers, contract maintenance personnel, or
depot organizations.
4-12. Operationally, the TASMG is a fixed-base dedicated theater aviation sustainment/depot (minus)
capability that provides 24-hour maintenance support for the deployed aviation maneuver commander. It is
able to perform both field and sustainment-level maintenance for manned and unmanned aviation systems,
battle damage repair, and repair and return of components and end items to support the National
Maintenance Program.
4-13. Depot support is facilitated by the Corpus Christi Army Depot and the Letterkenny Army Depot.
Corpus Christi Army Depot is the Army’s organic facility for the repair and overhaul of RW aircraft,
engines, and components. The Letterkenny Army Depot provides aviation specific system support to
include the AH-64 target acquisition designation sight/pilot night vision sensor and aviation ground power
unit reset and overhaul.
BATTLE DAMAGE ASSESSMENT AND REPAIR
4-14. Battle damage assessment and repair rapidly restores the minimum essential capabilities necessary
to support a specific combat mission or to enable equipment self-recovery, to include downed aircraft
recovery team (DART) missions. Aircraft operators/crew chiefs, aircraft maintenance personnel teams,
maintenance support teams, contact maintenance teams, and recovery teams may perform battle damage
assessment and repair as authorized by the commander. For more information on aircraft battle damage
assessment, repair, and recovery, see ATP 3-04.13.
DOWNED AIRCRAFT RECOVERY TEAM
4-15. Aircraft recovery is a pre-planned mission for all units with assigned or OPCON of Army aircraft
and requires extensive coordination with supported and supporting units. The intent is to recover aircraft
with minimal risk to Soldiers and equipment involved in the operation. Aircraft recoveries generally require
a task organized security force. The AMC or ASC performing DARTs do not have organic air defense,
anti-armor, or indirect fire capabilities. |
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4-16. The aircraft-owning battalion/squadron commander retains initial responsibility for DART. The PC
officer is the principal maintenance manager and coordinator for AMC DART missions. The team consists
of select personnel who perform assessment, repairs, and recovery of downed aircraft. They are equipped,
trained, and rehearsed to accomplish aircraft recovery in various OEs. If the DART operation exceeds the
capabilities of the aviation maneuver battalion’s AMC, the officer in charge coordinates with the ASB to
effect recovery of the downed aircraft. ASBs and GSABs are trained and equipped to conduct deliberate
aerial recovery of non-flyable aircraft. When required, the brigade operations officer and support operations
officer (SPO) coordinate for external support for the DART through the ground unit assigned to the AO, or
other logistics units during ground recovery missions. See ATP 3-04.13 for more information on aircraft
recovery.
SUPPLY
4-17. Aviation supply functions are automated and embedded into aircraft maintenance software that feeds
into Army logistics information systems. These systems increase combat effectiveness through the efficient
management of supplies, equipment, ammunition, maintenance, and rapid reallocation of resources to
sustain troops. The CAB does not rely on a brigade support battalion (BSB) from a maneuver brigade. The
CAB’s support operations are tied to the same chain of support as a BSB.
4-18. The AMC provides aviation battalion parts support. Assigned supply personnel are responsible for
managing the battalion's shop stock and bench stock through documented demand and command support
justification. Aircraft supply support is a key function that must be managed to ensure parts with projected
requirements and demand support are justified for stockage on the brigade-level supply support activity
authorized stockage list.
4-19. Commanders of AMCs and FSCs must work together to find the balance of mobility and sustainment
capability. Maintaining supply discipline is critical to sustaining combat power while preserving the agility
of the organization. Units are only designed to carry the loads prescribed in supply policy. Ground LOCs
are critical to not only distributing aircraft repair parts, but also refueling and rearming aircraft in FARPs.
Brigade and battalion supply officers and SPOs must develop plans to distribute all classes of supply in
order to sustain aviation combat power.
4-20. The ASC provides parts support for aircraft and components undergoing repair from supported units
through the work-order process. The ASC maintains a shop stock list, and bench stock that are tailored for
their maintenance support mission requirements. Supply support for maintenance of aviation ground
support equipment and other non-aircraft items is conducted through the battalion’s forward support
company maintenance platoon.
4-21. The supply support activity within the ASB’s distribution company manages the demand supported
authorized stockage list. The availability of aircraft repair parts is crucial to the maintenance support
mission and ultimately to the sustainment of serviceable aircraft systems and sub-systems.
OPERATIONAL CONTRACT SUPPORT
4-22. Commanders and unit maintenance personnel seek to accomplish the maintenance mission with
assigned personnel first, and only rely on contractor augmentation when operational requirements exceed
unit capacity and capability. The supply officer is the primary staff officer responsible for contract
management, coordination, and oversight. When required, the supply officer prepares Annex W of the
operations order or plan. For further information on contract support, see ATP 4-10/Marine Corp Reference
Publication 4-11H/Navy Tactics, Techniques, and Procedures 4-09.1/Air Force Manual 10-409-O.
KEY AVIATION MAINTENANCE PERSONNEL
4-23. Below is a description of the roles and responsibilities of critical members of the commander’s
aviation maintenance program. |
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BRIGADE AVIATION MAINTENANCE OFFICER
4-24. The BAMO is the brigade commander’s primary advisor on generating aviation combat power. The
BAMO is the technical advisor to the commander for aircraft readiness, logistical support, maintenance
policies and procedures, and force modernization while conducting interface between subordinate units,
installation, and higher Army commands.
4-25. The BAMO coordinates field- and sustainment-level maintenance operations and works closely with
the staff, ASB SPO, and subordinate units to sustain aviation operations. BAMOs provide aviation
sustainment analysis to the operations officer and supply officer during all the planning processes. They
identify and address unit maintenance capability gaps with respect to doctrine, organizational, training,
material, logistics, and facilities. In concert with the ASB, ASC, AMC/AMT commanders, and PC officers,
the BAMO recommends actions and forecasts future capabilities based on the existing maintenance
posture.
4-26. The BAMO coordinates maintenance actions based on operational necessities, in consultation with
the brigade/squadron aviation maintenance leadership, and reviews the daily status of all aircraft in the
CAB. The BAMO is normally a maintenance examiner and is responsible for the following:
* Providing advice to the brigade commander on aviation maintenance and sustainment issues.
* Coordinating for and monitoring contract maintenance personnel.
* Assisting in resolving aircraft maintenance issues to include maintenance capability gaps.
* Monitoring the flying hour execution and Class IX (Air) budget.
* Acting as primary member of the safety and standardization council.
* Advising the commander on aircraft modifications, safety-of-flight, and aviation safety action
messages.
* Developing the brigade concept of support for aviation.
* Supporting the internal safety and Aviation Resource Management Survey evaluations.
* Consolidating DA Form 1352 (Army Aircraft Inventory, Status and Flying Time) reports.
* Monitoring aviation maintenance training and aircraft deployment planning and execution.
* Leading the maintenance sync meeting.
* Participating in doctrine development and review.
* Coordinating with logistics representatives, equipment manufacturers, and project management
office for non-standard repairs.
AVIATION MAINTENANCE OFFICERS
4-27. Aviation maintenance officers, military occupational specialty 15D, are AMC, ASC, or ASB
commanders who plan and direct aviation maintenance operations. They are commissioned Army officers
who hold an aeronautical rating and have graduated from the Aviation Maintenance Officer’s Course.
BATTALION AVIATION MAINTENANCE OFFICER
4-28. The battalion aviation maintenance officer is the senior maintenance officer, trainer, and maintenance
examiner in the battalion/squadron and is part of the special staff. The aviation maintenance officer is a
CW4 maintenance examiner who provides the same support to the battalion/squadron commander as the
BAMO does for the CAB commander. He or she advises the battalion/squadron commander on
maintenance personnel management, supply, equipment, and facility assets to maintain the commander’s
fleet of aircraft. He or she also participates in the concept of support planning as a key advisor and subject
matter expert. Battalion aviation maintenance officers work in concert with PC officers, commanders, and
unit maintenance officers in support of maintenance operations.
SUPPORT OPERATIONS OFFICER
4-29. The SPO is a staff officer in the ASB who provides supervision of the CAB’s daily sustainment
functions and logistical services for all aviation and ground systems. The SPO coordinates with the BAMO |
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and battalion logistics staff officers to establish maintenance priorities and resolve maintenance and
logistics support issues. The SPO conducts brigade-level coordination with the sustainment brigade, theater
Army field support brigade, and other logistics units on behalf of the CAB. The support operations section
is organized to coordinate logistics support and provide distribution management to the CAB. The SPO
manages petroleum, ammunition, movement control, and transportation, and assists in tracking and
expediting release of supplies (repair parts). The SPO’s primary focus is on customer support and
increasing the responsiveness provided by subordinate maintenance units.
BRIGADE AVIATION MATERIEL OFFICER
4-30. The brigade aviation materiel officer is a CW5, and key staff officer for support operations. The
materiel officer brings aviation maintenance expertise to the support section of an ASB. The materiel
officer is critical to coordinating efforts between logistics and maintenance.
PRODUCTION CONTROL OFFICER
4-31. The PC officer is the principal maintenance manager-coordinator in the AMC/AMT or ASC and
coordinates maintenance and sustainment actions at the company/troop and battalion/squadron level. The
PC officer is the AMC/AMT or ASC commander’s primary maintenance advisor for all internal production
and maintenance activities.
4-32. The PC officer is responsible for controlling aviation maintenance production matters according to
command guidance and is the direct link between unit commanders, the AMC/AMT, and the ASB’s ASC
for internal and external production issues. The PC officer supervises preparation of reports and records,
facilitates appropriate DART capability and responsiveness, and coordinates any required internal and
external support for all maintenance activities.
QUALITY CONTROL OFFICER
4-33. The QC officer leads the QC section in the AMC and is responsible for the internal management of
the section, to include quality assurance of all work performed by assigned technical inspectors. This is an
extremely technical position and requires a high-level of technical expertise and understanding of aircraft
systems.
4-34. Priority of work is coordinated with the PC officer, but the QC officer makes determinations of
airworthiness independently and bases decisions on Army regulation, technical manuals, and published
Army Aviation and Missile Command directives. The QC officer ensures the battalion’s monthly
maintenance and shop safety inspections are conducted by technical inspectors.
4-35. The QC officer is an MTOE position in the ASC, but not within the AMC; however, it is often filled
in order to provide technical oversight and management of the section.
MAINTENANCE TEST PILOT
4-36. Maintenance test pilots are a key component of the unit commander’s maintenance program. They
provide advanced troubleshooting skills within their specific aircraft mission design series to facilitate
efficient repairs and maintenance. They also are responsible for conducting maintenance test flights to
determine the airworthiness of the unit’s aircraft. They are primary advisors appointed by the unit
commander to fill maintenance specific MTOE positions within the CAB. Selected maintenance test pilots
fill maintenance examiner positions to train, develop, and evaluate unit maintenance test pilots to enhance
skills and proficiency.
AVIATION MAINTENANCE TECHNICIANS
4-37. Aviation maintenance technicians, military occupational skill 151A, are aviation system integrators,
technical experts, and managers that direct the daily operations of their assigned sections. Aviation
maintenance technicians provide supply chain and project management oversight on personnel, facilities,
and materials required to sustain and repair Army manned and unmanned systems, armament systems, and |
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aviation support equipment. They serve as key aviation maintenance advisors to commanders from the
AMC through theater support commands.
SECTION III – OPERATIONAL REACH
4-38. Operational reach is the distance and duration across which a joint force can successfully employ
military capabilities (JP 3-0). This ability is sustained through aviation’s ability to transport logistical
supplies and personnel where they are needed and through firepower provided by attack and
reconnaissance assets.
FORCE PROJECTION
4-39. Army Aviation enhances the Army’s operational reach through the unique capabilities of Army
aircraft, both manned and unmanned. Aviation mitigates the effects of time and distance because of their
speed and ability to maneuver over difficult terrain. Unmanned systems can provide sustained operations to
support the ground maneuver commander’s mission requirements because of their efficiency and ability to
loiter for extended periods. Sustainment of aviation assets provides a continual ability to project firepower
and to transport supplies and personnel into a rapidly expanding AO.
4-40. An analysis of the OE prior to reception, staging, onward movement, and integration should identify
aviation locations that allow the greatest freedom of action for commanders. Critical during this analysis is
correct matching of personnel with proper equipment and tasks. Commanders should identify optimal areas
for aviation to operate that can meet the needs of the ground maneuver commander with regards to
proximity of forces and security. Because of the complex nature of Army aircraft and maintenance support
functions, infrastructure requirements are critical. Consideration should be given to areas that can provide
such necessities as shelter, electricity, communications, and water for maintenance operations when
possible. Facilities that can be used to store equipment and supplies and provide areas to operate supply
functions for aircraft and other unit requirements should also be identified in order to reduce the logistical
wait times and facilitate rapid movement into the AO. See FM 3-0 for more information on reception,
staging, onward movement, and integration.
SUSTAINING OPERATIONAL TASKS
4-41. Aviation provides internal and external sustainment capabilities and anticipates need in order to
develop a priority in support of operational mission requirements. Aviation units can be tasked to provide
critical support when reduced response times are required or in order to address high threat or availability
issues that may impede normal modes of support.
THEATER OPENING/CLOSING
4-42. Aviation provides Army forces the capability to rapidly deploy personnel, distribute materiel, and
retrograde equipment to multiple points of need to and from airports and seaports of debarkation. For
sustainment operations, the Assistant Chief of Staff, Operations and Plans, Aviation section at the Army
Service Component Command, corps, or division levels, are responsible for consolidating, prioritizing, and
processing aviation maneuver sustainment requests.
DISTRIBUTION
4-43. Army RW aircraft provide support where terrain denies road delivery or in emergency situations.
Airdrop or air delivery may also be arranged; however, air movement is a relatively inefficient means to
transport heavy supplies and equipment and should be reserved for the support of major operations in
which air movement is essential for success or in situations where emergency resupply is vital for mission
accomplishment or force sustainment. |
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BASING
4-44. Aviation can operate from austere field locations and can disperse its assets for protection purposes.
When operating from a centralized location, aviation requires a large area in order to perform maintenance
and park/move large numbers of aircraft. Establishing and maintaining airfields enables the positioning of
aviation assets within the range of ground forces. This task becomes critical when airfields are host to a
variety of allied military, nongovernmental organizations, and commercial air activities.
4-45. Potential airfields must be properly analyzed in order to determine dimension and possible conflicts
between UAS and manned military and civilian aviation. Commanders and staffs must also ensure potential
airfields meet takeoff and landing requirements; this is especially true for UAS, since unmanned aircraft
may face limitations based on runway surfaces, dimensions, or other factors. A letter of agreement may be
necessary in order to establish operational procedures, and requirements for placement of ground
equipment. This agreement is made by both the UAS unit and air traffic control (ATC) unit for
standardization and airfield operational safety.
4-46. An airfield management element in the CAB operations section coordinates essential airfield services
necessary to support assigned flight crews and aircraft. These services include weather support, firefighting
capabilities, airfield lighting, hazardous material/cargo handling, petroleum, oil and lubricant services, and
navigational aids.
Expeditionary Capability
4-47. The TAOG and AOB are organized and equipped to facilitate early entry contingencies and the
establishment of expeditionary airfields in support of Army Aviation operations. These organizations
provide expeditionary airfield management and C2 at theater-level airfields, forward operating bases, and
other areas designated by the theater aviation commander.
4-48. The AOB organization and its related ATC assets are deployed at locations requiring the operational
management of airfield activities or at locations without an organic ATS element. The AOB may conduct
transition operations with a GSAB ATS company during an advancing movement or in stability operations.
Intermediate Staging Base
4-49. The intermediate staging base (ISB) is a tailorable, temporary location used for staging forces,
sustainment, and/or extraction into and out of an operational area. If tasked to operate the ISB, the Army
should have a primary role in the selection process. The ISB is located inside the theater but outside the AO
and combat zone. In cases where the joint force must secure a lodgment to project the force, an ISB may be
critical to success.
4-50. The TAOG with one or more attached AOBs may be required to establish an ISB airfield for staging
forces. The ISB airfield may be the initial reception and staging facility for Army Aviation movement into
the AO. The ISB airfield should include sufficient Army C2, maneuver, sustainment and joint support to
enable force projection into the combat zone.
4-51. The longevity of the ISB varies according to circumstances. The airfield may function as a secure
facility for split-based operations during the following capacities or operations:
* Logistics management for support area functions.
* Restricted forward deployment to only those forces necessary to execute the mission (reduces
logistical footprint).
* As the lodgment expands and tactical situation permits, the JFC can establish a theater staging
base within the AO, which may require the redeployment of the TAOG or the deployment of an
additional AOB as part of the process.
* In addition to the ISB, the TAOG is capable of establishing ATC support at forward operating
bases and key helicopter LZs. |
3-04 | 118 | Chapter 4
Tactical Airfield Management
4-52. The management of an airfield must be established as soon as possible in order to ensure a rapid
transition to a safe and operational capability, and if required, an enduring airfield. If there are multiple
service customers assigned to an airfield, the JFC designates a service as the senior airfield authority. In
some situations, an aviation brigade commander or an aviation task force commander may be designated as
the senior airfield authority.
4-53. Airfields increase the responsiveness and versatility of operations such as resupply and troop and
equipment movement. The support of special operations forces and interagency elements include all types
of aviation missions launched and recovered from Army airfields.
4-54. The ATSSE of the TAOG provides oversight, technical expertise, and standardization to Army
airfields at theater level and quality assurance for training and certification of controllers and ATS
maintenance personnel. It develops airspace for restricted areas, transition areas, and control zones. The
ATSSE serves as the primary staff coordinator for ATS matters within the theater.
Negotiations and Agreements
4-55. Airspace coordination is critical to all Army Aviation operations. Operating within the host-nation
environment requires agreed upon control measures to ensure safe operation of airspace utilized across a
broad spectrum of users.
4-56. Host nation security is a major consideration for aviation operations and airfields where they
routinely operate. Aviation operations can require large areas in order to operate and may require
augmentation from host-nation personnel. Use of host-nation resources helps to reduce the aviation
sustainment footprint and allows greater freedom of action.
4-57. Logistics support and transportation may be provided by host-nation organizations and facilities.
Common classes of supply may be available and obtained from local civilian sources. Items include barrier
and construction materials, fuel for vehicles, and some food and medical supplies. Requisition and
distribution are coordinated through logistics and liaison channels.
FORWARD ARMING AND REFUELING POINT
4-58. A forward arming and refueling point (FARP) is a temporary facility that is organized, equipped, and
deployed to provide fuel and ammunition necessary for the employment of aviation maneuver units in
combat (JP 3-09. 3). It allows commanders to extend the range of their aircraft or significantly increase
time on station by eliminating the need for aircraft to return to the aviation unit’s central base of operations
to refuel and rearm. This increases the operational depth and breadth of aviation units in order to provide
maximum support to the ground maneuver commander. FARP operations require in-depth planning and
coordination, and planners must consider the mission variables when determining FARP site selection and
support requirements. FARPs are located as far forward as possible, but typically remain behind the FLOT
and outside the range of medium artillery.
4-59. All aviation maneuver battalions have an organic FSC with a distribution platoon designated to
perform FARP operations. The size of the FARP varies with tactical requirements and variables, however
four to eight refueling points are typically sufficient for sustainment operations. The ASB and ABs/ACTs
are also assigned. Class V and armament maintenance personnel within the component repair platoon to
provide re-arming and additional armament maintenance capability. The brigade logistics staff officer
coordinates with the sustainment brigade to push bulk Class III and Class V directly to the FARPs. The
ASB SPO monitors the support relationship and provides supplementary pushes, conducts ammunition
transfer and holding point operations, and augments with additional FARP operation capabilities. FARP
personnel are responsible for providing security to the FARP; however, aviation units should coordinate
with the maneuver forces responsible for the AO for additional air defense and ground security support as
well as to ensure FARPs are captured in the ground scheme of maneuver. Refer to ATP 3-04.17 for further
information. |
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4-60. FARPs may be easily detected by peer threat reconnaissance capabilities. Commanders must
consider multiple FARP locations with short-term duration at any given site to remain survivable and
operational. FARP site selection and mission duration depend on mission variables. Generally, FARPs in
vulnerable locations should only be in place for 3 to 6 hours, and for as little time as possible with the
smallest possible signature. Further, planners should consider the following when planning a FARP in close
or deep areas:
* Composition of the FARP should be austere.
* Security is limited because the FARP is emplaced for a very short time.
* A thorough map reconnaissance and intelligence update must be accomplished for the area.
* Primary, alternate, and contingency FARP locations or teams should be considered to enable
continuous operations.
* One M978 heavy expanded mobility tactical truck fuel servicing truck typically contains enough
fuel to refuel one AC/ACT or one AHC one time, depending on aircraft configuration.
SECTION IV – HEALTH SERVICE SUPPORT
4-61. The Department of Defense MEDEVAC system consists of an intra-theater MEDEVAC mission
(typically performed by dedicated United States Army RW MEDEVAC units), and an inter-theater
MEDEVAC mission (typically performed by designated United States Air Force FW assets). Together,
they provide the vital linkage of assets required for a successful HSS system. The CAB supports the HSS
function with medical personnel to provide casualty care, and with medical company air ambulance in the
GSAB to provide MEDEVAC mission support.
AVIATION MEDICINE
4-62. Aviation medical support is directed by the brigade flight surgeon who coordinates with each of the
aviation battalion’s medical personnel.
4-63. The brigade flight surgeon, in conjunction with the physician assistant, operates the brigade aid
station normally located in the brigade assembly area. The brigade flight surgeon advises and assists
commanders on matters concerning the medical readiness of the command including preventive, curative,
and restorative care. The brigade flight surgeon, with subordinate unit flight surgeons, conducts flight
physicals for unit personnel. He or she also determines requirements for the requisition, procurement,
storage, maintenance, distribution, management, and documentation of medical equipment and supplies for
the unit.
MEDICAL EVACUATION
4-64. MEDEVAC of casualties is provided by the HHS system through the use of organic intra-theater air
ambulance assets within the CAB. The aviation brigade has an organic air ambulance company assigned to
the GSAB. Within the GSAB, the air ambulance company is organized to provide support from four
separate operational locations. These operational locations are typically with the aviation task force, HSS
organizations, a BCT, or higher echelons in order to provide the most appropriate AE support throughout
the AO. Air ambulance aircraft are specifically equipped with critical care flight paramedic and equipment
necessary for providing the required en route care of casualties. When AE assets are not readily available or
the MEDEVAC requirement exceeds capabilities, the utility and cargo helicopters may be required to
conduct aerial CASEVAC operations.
4-65. The medical company air ambulance consists of 15 HH-60 aircraft, each with a capacity of 6
patients. The HH-60 aircraft has maximum cabin space, carrying sophisticated, life-saving instruments and
equipment for the medical attendants. HH-60s have the following unique capabilities that provide air
ambulance MEDEVAC support for all categories of patients:
* Rescue hoist with 600-pound capacity.
* Multi-mission sensor thermal image sensor (HH-60M only).
* Oxygen-generating systems. |
3-04 | 120 | Chapter 4
* Environmental control system.
* Basic medical interior and medical equipment sets.
* Patient monitoring equipment.
4-66. In-flight care is provided by the critical care-trained nationally-registered flight paramedic,
designated as critical care flight paramedic. This enhanced capability focuses on providing critical en-route
care to maximize opportunities to save lives on the battlefield. Depending on the medical needs of the
patients, additional clinical providers may include the en-route critical care nurse, the aeromedical
physician assistant, or other emergency medicine providers.
AERIAL CASUALTY EVACUATION
4-67. Army helicopters provide a flexible asset on the battlefield for use in air CASEVAC. When casualty
transport requirements exceed the capability of available AE assets, or other situational requirements
dictate, an aerial CASEVAC mission may be flown to transport at risk casualties using non-medical utility
and cargo aircraft.
4-68. When executing aerial CASEVAC it is advisable that the least severely injured are evacuated using
CASEVAC assets and most severely injured using MEDEVAC assets. Any available medical personnel at
the pickup site can assist in determining priority for evacuation. Augmentation with medical personnel may
occur utilizing medical assets within the CAB or as a detachment of medical personnel from within the
supported unit. Onboard medical personnel can serve in a dedicated or designated capacity. Due to the
coordination necessary between the aerial CASEVAC asset and the medical unit providing personnel for
en-route care, prior planning and training is especially critical.
MEDICAL LOGISTICS
4-69. GS transportation assets are the primary means of transportation for sustainment resupply of Class
VIII materiel. The SPO coordinates for replenishment and distribution of all medical supplies within the
CAB. Usually, theater transportation assets are used to deliver medical supplies from the sustainment area
to the supported units; however, in some instances, air ambulances from the GSAB may be used to
transport emergency Class VIII resupply to requesting units.
SECTION V – PERSONNEL, LEGAL, AND RELIGIOUS SERVICES
4-70. The personnel staff officer has responsibility for planning, providing, and coordinating delivery of
human resources support, services, or information to all assigned and attached personnel within the unit and
subordinate units. The personnel officer is normally collocated with the logistics officer in the sustainment
cell of the main CP.
4-71. The CAB legal section includes a brigade judge advocate, a trial counsel, and a senior paralegal
noncommissioned officer. The brigade legal section provides legal support to the command across the
judge advocate general’s corps’ six core legal disciplines: military justice, international and operational
law, administrative and civil law, contract and fiscal law, claims, and legal assistance. The brigade judge
advocate is the primary legal advisor to the brigade commander and serves as a personal and special staff
officer. The trial counsel primarily administers all military justice matters for the brigade and provides
operational law advice. The members of the brigade legal section serve as subject matter experts on the
ROE, targeting, international law, law of armed conflict (including treatment of detainees, enemy prisoners
of war, civilians on the battlefield and other noncombatants), and all other legal aspects of operations. The
paralegal noncommissioned officer provides administrative and paralegal support to the judge advocates in
the legal section and supervises the paralegals in the aviation battalions.
4-72. The aviation brigade chaplain is the personal staff officer responsible for providing religious support
and advisement to the command on matters of religion, ethics, morals, and morale. The chaplain and
religious affairs specialist provide comprehensive religious support for all assigned, attached, or authorized
personnel. Comprehensive religious support includes but is not limited to religious services, pastoral
counseling, hospital visitation and casualty ministry, and religious education. The brigade chaplain |
3-04 | 121 | Army Aviation Sustainment
provides the staff with advisement on the impact of religion upon operations, assigned personnel, and the
local population. The brigade unit ministry team provides supervision and training for subordinate unit
ministry teams. See FM 1-05 and Joint Guide 1-05 for additional information on the duties of the chaplain. |
3-04 | 123 | Chapter 5
Army Aviation Capabilities and Characteristics
AH-64D/E APACHE CHARACTERISTICS
5-1. The AH-64D/E Apache helicopter is a twin-engine, tandem-seat, aerial weapons platform capable of
performing attack, movement to contact, reconnaissance, and security operations. The combination of
sensors and armament systems the AH-64 employs allows the ground maneuver commander to gain a
position of relative advantage. Figure 5-1 and table 5-1 depict basic characteristics and dimensions of the
Apache. The AH-64D/E can mount several various types of assemblies to the aircraft mast above the rotor
system. The Longbow fire control radar is a battlefield radar system capable of detecting, locating, and
classifying ground and airborne targets. The fire control radar augments the helicopter’s weapon delivery
capability through the use of a target acquisition logic, coupled with radar-guided Hellfire missiles. The
Apache can also mount various assemblies to enable reception of video signals from other platforms,
including UAS, and enhanced MUM-T operations. More information can be found in appropriate technical
manuals.
Figure 5–1. AH-64D/E Apache helicopter
Table 5–1. AH-64D/E Apache helicopter characteristics
Specifications:
Fuselage Length 49 feet 8 inches
Maximum Height 17 feet 6 inches
Fuselage Width 16 feet 4 inches with wing stores
Main Rotor Diameter 48-49 feet
Maximum Gross Weight 23,000 pounds*
Cruise Airspeed 110 to 120 knots*
Max Continuous Airspeed 140 to 145 knots*
Normal Fuel Endurance ~2 Hours (average fuel burn: 150 gallons/hour)
Sensors:
FCR is capable of detecting, classifying, and prioritizing targets without visual line of sight or in limited
visibility, and engaging with RF Hellfire missiles.
RFI identifies and prioritizes radar emitters based on pre-designated signatures. |
3-04 | 124 | Chapter 5
Table 5–1. AH-64D/E Apache helicopter characteristics, continued
Navigation Equipment:
Dual GPS/inertial navigation system, Doppler radar, ADF, AH-64E only; dual VOR/ILS.
Additional Capabilities:
Use of IZLID allows ground units to view laser marker through NVG.
M-TADS Laser rangefinder and designator capable of returning range values from point to aircraft as well as
designating targets for autonomous and remote Hellfire engagements.
Tactical common data link or upper receiver for interoperability with UAS, United States Air Force/United
States Navy/United States Marine Corp aircraft.
Fuel capacity: 376 gallons based on configuration
*varies with environmental conditions and mission factors
ADF-automatic direction finder
FCR-fire control radar
GPS-global positioning system
ILS-instrument landing system
IZLID-infrared zoom laser illuminator designator
M-TADS-modernized target acquisition and designation sight
NVG-night vision goggle
RF-radio frequency
RFI-radio frequency interferometer
UAS-unmanned aircraft system
VOR-very high frequency omnidirectional range
5-2. The AH-64D/E helicopter armament capabilities consist of a 30-millimeter cannon area weapon
system, a configurable 2. 75-inch aerial rocket system, and a Hellfire modular missile system. The 30-
milimeter cannon fires the M789 high-explosive, dual-purpose shaped charge round; it is extremely
effective against thin-skinned targets at ranges out to approximately 1,700 meters. Hellfire missile and
aerial rocket systems can be mounted asymmetrically on the four universal wing store pylons (two on each
side of the aircraft) based on mission requirements. Each pylon may carry up to 19 rockets in a rocket
launcher or four AGM-114 Hellfire missiles on attached missile launchers. The aircraft is capable of
employing a variety of rocket and Hellfire variants. Rocket variants include high explosive, flechette,
multi-purpose submunition, and smoke. The aircraft can also employ the advanced precision kill weapon
system for more precise rocket engagements. Hellfire missiles may be laser or radar guided; warhead
variants include high explosive shaped-charge, fragmentation, or multi-purpose/programmable.
Environmental conditions may significantly restrict weapons loads and station time associated with those
loads. In addition, the aircraft can attach and carry additional external and internal auxiliary fuel tanks. For
more information on Apache armament systems, see TC 3-04. 3.
UH-60/HH-60 L/M BLACKHAWK CHARACTERISTICS
5-3. The Sikorsky UH-60L/M Blackhawk is a twin-engine, dual-seat, utility helicopter. The primary
missions of the Blackhawk are air assault, air movement, C2 support, air MEDEVAC (HH-60 variant), and
as required, CASEVAC. It is designed to carry 11 combat-loaded air assault troops (seats installed). It can
also move light field artillery pieces and supporting stock. Figure 5-2 and table 5-2, page 5-3, provide the
basic description and characteristics of the UH-60L/M. More information can be found in appropriate
technical manuals. |
3-04 | 125 | Army Aviation Capabilities and Characteristics
Figure 5–2. UH-60 L/M Blackhawk helicopter
Table 5–2. UH-60L/M Blackhawk helicopter characteristics
Specifications:
Fuselage Length UH-60L:41 feet 4 inches
UH-60M: 41 feet 5 inches
Height 12 feet 4 inches at center hub
UH-60L: 16 feet 10 inches at tail rotor
UH-60M: 16 feet 11 inches at tail rotor
Fuselage Width 14 feet 4 inches at the stabilator
21 feet with ESSS and CEFS tank installed
Main Rotor Diameter 53 feet 8 inches
Cabin Floor Dimensions 72 inches wide x 151 inches long
Cabin Door Dimensions 68 inches wide x 53. 5 inches high
Maximum Gross Weight 22,000 pounds*
Maximum Cargo Hook Load UH-60A: 8,000 pounds*; UH-60L&M: 9,000 pounds*
Cruise Airspeed 120 to 145 knots*
Airspeed with External Sling-Loads 120 knots maximum
Maximum Continuous Airspeed 156 knots*
Normal Fuel Endurance ~2 Hours (average burn rate: 150 gallons/hour)
Armament:
2 x M240H (7. 62millimeter machine guns)
Optics:
NVG, FLIR (optional)
Navigation Equipment:
Doppler/GPS, VOR, ADF
Additional Capabilities:
Fuel Capacity: 362 gallons (internal)
The ESSS allows configuration for extended operations without refueling (5+ hours) (2 x 200 gallon fuel
tanks) and ferry and self-deployment flights (4 x 200 gallon fuel tanks).
The enhanced mission command console (if installed), provides the maneuver commander with an
airborne platform supporting six secure frequency modulated radios, one HF radio, two VHF
radios, and two UHF radios.
Can be configured with the volcano mine dispensing system; requires 8 hours to install.
Capable of inserting and extracting troops with FRIES/SPIES.
For HH-60 air ambulance version: Rescue hoist: 600 pounds rescue hoist. Patient capacity: six litter
or ambulatory, or a combination. |
3-04 | 126 | Chapter 5
Table 5–2. UH-60L/M Blackhawk helicopter characteristics, continued
Limitations:
Use of the ESSS for fuel tanks restricts access to the cabin doors for troops and bulky cargo or litters. It
also reduces the payload and maximum speed.
Cruise speed is decreased when conducting external load operations.
*varies with environmental conditions and mission factors
ADF – automatic direction finder
CEFS – crashworthy external fuel system
ESSS – external stores support system
FLIR – forward-looking infrared
FRIES – fast rope insertion and extraction system
GPS – global positioning system
HF – high frequency
NVG – night vision goggle
SPIES – special patrol infiltration and extraction system
UHF – ultra high frequency
VHF – very high frequency
VOR – very high frequency omnidirectional range
CH-47F CHINOOK CHARACTERISTICS
5-4. The Boeing CH-47F Chinook is a twin-engine, tandem rotor heavy-lift helicopter. Its primary
missions are air assault and air movement; it is also capable of performing aerial CASEVAC, water bucket,
paradrop, and helocast missions. The versatility of the CH-47 enables rapid repositioning of maneuver
forces across the breadth and throughout the depth of an AO. Figure 5-3 and table 5-3 (page 5-5) depict the
basic dimensions and characteristics of the Chinook. More information can be found in the appropriate
technical manual.
Figure 5–3. CH-47F Chinook helicopter |
3-04 | 127 | Army Aviation Capabilities and Characteristics
Table 5–3. CH-47F Chinook helicopter characteristics
Specifications:
Fuselage Length 50 feet 9 inches
Height 18 feet 11 inches
Fuselage Width 12 feet 5 inches
Specifications:
Main Rotor Diameter 60 feet (single rotor system); 60 x 99 feet (entire tandem
system)
Cargo Space Approximately 1,500 cubic feet
Cabin Height 6 feet 6 inches
Floor Space 30 feet 6 inches long by 7 feet 6 inches wide
Maximum Gross Weight 50,000 pounds
Max Load for Forward and Aft Hooks 17,000 pounds
Max Tandem Load for Forward and Aft 25,000 pounds
Hooks
Max Load for Center Hook 26,000 pounds
Cruise Airspeed 120 to 145 knots*
Max Continuous Airspeed 170 knots*
Airspeed with External Sling-Loads 120 knots maximum
Normal Fuel Endurance ~2. 5 to 3 Hours (average burn rate: 330 gallons/hour)
Armament:
3 M240H 7. 62 millimeter machine guns (two cabin-mounted and one ramp-mounted)
Optics:
NVG
Navigation Equipment:
GPS, EGI, and VOR navigation sets
Additional Capabilities:
Can be configured with 2,460 gallons of fuel for a mobile forward area refueling system (Fat Cow)
Fuel Capacity: 1,030 gallons
Can drop 2,000 gallons of water during water bucket operations
150 foot rescue hoist can lift up to 600 pounds through the center cargo hatch
May load litters directly to the floor or transport up to 31 ambulatory patients for aerial CASEVAC.
Limitations:
Cruise speed is greatly decreased by light, bulk sling-loads.
*varies with environmental conditions and mission GPS-Global Positioning System
factors NVG-night vision goggle
CASEVAC-casualty evacuation VOR-very high frequency omnidirectional range.
EGI-embedded global positioning system inertial
navigation unit
MQ-1C GRAY EAGLE CHARACTERISTICS
5-5. The MQ-1C Gray Eagle is a multi-mission, multi-payload system whose primary mission is to
provide dedicated, mission-configured UAS support to division combat aviation, fires, and battlefield
surveillance brigades, BCTs, and other Army and joint force units. It is capable of long endurance, near-
real-time reconnaissance and precision attack. Gray Eagle companies are organic to the CAB and the
military intelligence aerial exploitation brigade. Gray Eagles may team with CAB manned aircraft or
operate autonomously in support of ground force commander objectives and information requirements. |
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5-6. Figure 5-4 depicts the Gray Eagle in a basic configuration; table 5-4 outlines air vehicle
characteristics. More information can be found in the appropriate technical manual.
Figure 5–4. MQ-1C Gray Eagle unmanned aircraft
Table 5–4. MQ-1C Gray Eagle unmanned aircraft characteristics
Specifications:
Fuselage Length 29 feet
Height 9 feet 8 inches
Main Wing Span 56.3 feet
Endurance 22+ hours without armament
Propulsion Heavy fuel engine (1. 7 or 2. 0 liter)
Maximum Gross Take-Off Weight 1.7L 3,200 pounds/2. 0L 3,600 pounds
Maximum Altitude 25,000 feet above mean seal level
Runaway Requirement 4500 feet at 9000 feet density altitude; hard
surface only
Cruise Airspeed 80 knots*
Max Continuous Airspeed 130 knots
Normal Fuel Endurance 22 hours
Armament:
4 Hellfire missiles
Optics:
Electro-optical, IR, laser pointer, laser rangefinder, laser designator, laser spot tracker
Datalink Equipment:
Ku SATCOM, Ku TCDL
Additional Capabilities:
SAR, GMTI
Limitations:
Aircraft endurance is reduced when armed with Hellfire missiles.
*Varies with environmental conditions and mission factors
IR – infrared
SAR – synthetic aperture radar
GMTI – ground moving target indicator
TCDL – tactical common data link
SATCOM – satellite communication |
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5-7. The MQ-1C Gray Eagle UAS is used in support of reconnaissance and surveillance requirements.
The MQ-1C can be outfitted with the AGM-114 Hellfire missile for attacking selected targets. The MQ-1C
uses a laser rangefinder and a laser designator, which is used to determine the range to the target and to
designate targets for delivery of laser-guided munitions. Four missiles are carried in the attack
configuration, and two are carried in the reconnaissance/attack configuration. The MQ-1C aircraft can carry
the AGM-114 P+ and AGM-114R/R2 series of missiles. The AGM-114R incorporates an integrated blast
fragmentation sleeve warhead which provides the commander with three capabilities: a high explosive anti-
tank capability with a pre-cursor charge, a blast fragmentation capability for light vehicles and personnel,
and a settable delay to allow the warhead to penetrate into a structure maximizing the overpressure feature
of the warhead before detonation occurs. The AGM-114R2 additionally incorporates a height of burst
capability which detonates the warhead prior to the missile impacting the target. For more information on
Gray Eagle armament systems, see TC 3-04. 3.
RQ-7BV1/V2 SHADOW CHARACTERISTICS
5-8. The RQ-7BV1/V2 is a tactical UAS with a primary mission of reconnaissance. Organic to the ACS
in the CAB and to the military intelligence company in a BCT, Shadows may team with CAB manned
aircraft or operate autonomously in support of ground force commander objectives. Figure 5-5 depicts the
basic parameters of the RQ-7 BV1 and V2; table 5-5, page 5-8, depicts characteristics. More information
can be found in the appropriate technical manual.
Figure 5–5. RQ-7B Shadow unmanned aircraft |
3-04 | 130 | Chapter 5
Table 5–5. RQ-7B Shadow unmanned aircraft system characteristics
Specifications:
Length RQ-7Bv1: 11 feet 4 inches
RQ-7Bv2: 12 feet
Height 3 feet 2 inches
Main Wing Span RQ-7Bv1: 14 feet
RQ-7Bv2: 20 feet 5 inches
Endurance RQ-7Bv1: 5+ hours
RQ-7Bv2: 8+ hours
Maximum Gross Take-Off Weight: RQ-7Bv1: 404 pounds
RQ-7Bv2: 467 pounds
Maximum Altitude 15,000+ feet mean sea level
Launch and Recovery Requirements 220 meters by 50 meters area; may land on
unimproved surfaces
Cruise Airspeed 70-80 knots
Max Dash Airspeed 110 knots
Normal Fuel Endurance RQ-7Bv1: 6 hours
RQ-7Bv2: 9 hours
Optics:
Electro-optical, IR, and laser pointer/laser rangefinder and laser designator.
Datalink Equipment:
RQ-7Bv1 S-band/UHF-band
Video: C-band
RQ-7Bv2–TCDL TCDL Ku-band/
UHF-band
Video: UHF-band
Additional Capabilities:
Laser classification: Class IV designator, Class III-b rangefinder, Class III-b pointer
Frequency modulation radio communications relay package
Limitations:
Aircraft uses 100 low lead aviation gasoline. Aircraft is sensitive to weather conditions. Dust, rain, and
low ceilings ground aircraft.
IR-infrared
TCDL-tactical common data link
UHF-ultra high frequency
C-12 SERIES AIRCRAFT
5-9. The C-12 series of aircraft are pressurized, low wing, all metal aircraft powered by two PT6A-42
turboprop engines. The aircraft has all-weather capability and is distinguishable by its slender, streamlined
engine nacelles, four-blade propellers, T-tail, and dual aft body strakes. The basic mission of the aircraft is
to provide scheduled or unscheduled air transportation of passengers and/or cargo in any area of the world.
Figure 5-6, page 5-9, depicts the basic parameters of the C-12. Table 5-6, page 5-9, depicts characteristics.
More information can be found in the appropriate technical manuals. |
3-04 | 131 | Army Aviation Capabilities and Characteristics
Figure 5–6. C-12 aircraft
Table 5–6. C-12 aircraft specifications
Specifications:
Fuselage Length 43 feet 10 inches
Height 14 feet 6 inches
Main Wing Span 54 feet 6 inches
Propulsion 2x PT6A-42 turboprop engines
Maximum Gross Take-Off Weight 12,500 pounds
Maximum Ceiling 35,000 feet mean sea level
Cruise Airspeed 294 knots
Range 3,658 kilometers
RC-12 GUARDRAIL
5-10. Guardrail is a theater-level airborne signals intelligence collection and location system. Employed
against threat communications and non-communications emitters, the system provides near real-time
signals intelligence collection, and target intelligence to warfighters within the theater area. The aircraft
crew consists of two pilots, and all mission equipment is operated remotely from home station.
MC-12 ENHANCED MEDIUM ALTITUDE RECONNAISSANCE AND SURVEILLANCE SYSTEM
5-11. The MC-12 enhanced medium altitude reconnaissance and surveillance system aircraft is capable of
both full-motion video and other intelligence collection. The crew consists of two pilots, and two payload
operators. The aircraft has an extensive communications capability in order to allow a wide variety of
missions.
5-12. The mission capabilities of this aircraft consist of reconnaissance, pattern analysis, change detection,
target locating and tracking, wide-area reconnaissance and surveillance. The mission tasking is given by
theater, but the aircraft can be tasked down to individual units if needed. |
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UC-35 AIRCRAFT
5-13. The UC-35 is a twin-engine turbofan medium range aircraft. Its principle mission is air movement of
passengers and cargo (figure 5-7 and table 5-7).
Figure 5–7. UC-35 aircraft
Table 5–7. UC-35 aircraft specifications
Specifications:
Fuselage Length 48 feet 9 inches
Height 15 feet 0 inches
Main Wing Span 54 feet 2 inches
Propulsion 2x JT15D-5D turbofan jet engines
Maximum Gross Take-Off Weight 16,300 pounds
Maximum Ceiling 45,000 feet mean sea level
Cruise Airspeed 430 knots
Range 2,925 kilometers
AN/MSQ-135 MOBILE TOWER SYSTEM
5-14. Organic to the air traffic company in the CAB and the airfield operations battalion, the AN/MSQ-135
mobile tower system is a rapid-deployable ATC tower and airfield lighting system that quickly establishes
ATS for arrival, departure, and ground operations. Equipment is included to remotely command airfield
operations, including control of existing airfield lighting. Controllers manage airspace from the surface to
10,000 feet out to a 5-mile radius. When assisted by appropriate navigation aids (not organic), the
AN/MSQ-135 provides ATS in all-weather conditions, night or day, for military and civilian aircraft. The
AN/MSQ-135 is transportable by all standard land, rail, and sea methods. Additionally, the complete
AN/MQS-135 is transportable by C-17 and larger FW aircraft. However, only the ATC tower, airfield
lighting system generator/equipment trailer, airfield lighting system lighting/equipment trailer, and airfield
lighting system movers 1 and 2 can be sling-loaded by CH-47 and larger RW aircraft. Figure 5-8, page 5-
11, depicts an AN/MSQ-135. More information can be found in TC 3-04. 6. |
3-04 | 133 | Army Aviation Capabilities and Characteristics
Figure 5–8. AN/MSQ-135 mobile tower system
AN/TPN-31 AIR TRAFFIC NAVIGATION, INTEGRATION, AND
COORDINATION SYSTEM
5-15. The AN/TPN-31 (figure 5-9, page 5-12) normally deploys along with a tower system as part of initial
or follow-on forces to establish an all-weather instrument landing capability at landing sites/airfields within
the joint operations and theater areas of responsibility. The air traffic navigation, integration, and
coordination system (ATNAVICS) can provide ground-controlled approach operations within 60 minutes
of arrival in an AO. ATNAVICS directly interfaces by voice and digital data links with the tower systems
and tactical airspace integration system (TAIS) of the CAB, TAB, AOB, division, and theater airspace
elements for airspace data supporting current operations. When required, the ATNAVICS integrates into
the national/host-nation airspace system and complies with Federal Aviation Administration, International
Civil Aviation Organization, North Atlantic Treaty Organization, and the European Organization for the
Safety of Air Navigation standards for stability and civil support operations. Although the ATNAVICS is a
tactical system, it can support Army requirements in a non-temporary, non-tactical type setting. The
inherent flexibility of the ATNAVICS design also allows for its use in fixed-base environments. |
3-04 | 134 | Chapter 5
Figure 5–9. Air traffic navigation, integration, and coordination system
5-16. The ATNAVICS provides area surveillance and aircraft identification capability for a 25 nautical
mile radius. The system consists of three integrated radars: airport surveillance radar, precision approach
radar, and secondary surveillance radar with seven air traffic controllers. The ATNAVICS is transportable
by C-17 or larger, intra-theater, cargo aircraft for total system deployment (prime movers, shelters, radar
group, and generators). The ATNAVICS shelter, sensor pallet, and generators are externally air
transportable by the UH-60 or larger helicopters and may be segmented. More information can be found in
TC 3-04. 6.
AN/TSQ-221 TACTICAL AIRSPACE INTEGRATION SYSTEM
5-17. The AN/TSQ-221 (figure 5-10) is a digital and analog system for airspace control planning,
operations, and ATS area support. It provides automation assistance to the full range of airspace planning,
enhances airspace management operations (real-time), and ensures connectivity between all ATS assets and
airspace users in theater. TAIS teams can provide airspace information center operations within 30 minutes
upon of arrival an AO. More information can be found in TC 3-04. 6.
5-18. TAIS is the direct link to the theater battle management core system located within the air operations
center. The application, web airspace deconfliction, is the joint airspace management tool for planning and
execution of the joint force airspace requirements. It integrates into C2 systems with enhanced
compatibility with joint, multinational, and civil command, control, communication, and intelligence
systems.
5-19. TAIS is a mobile system with four workstations. Communications include line of sight- and satellite-
based voice communication systems, GPS, fax, improved data modem, and secure telephone unit III. It
maximizes synchronization of battlefield airspace supporting force operations and minimizing fratricide. |
3-04 | 135 | Army Aviation Capabilities and Characteristics
Figure 5–10. Tactical airspace integration system
AN/TSQ-198B TACTICAL TERMINAL CONTROL SYSTEM
5-20. The AN/TSQ-198 Tactical Terminal Control System (figure 5-11) is a HMMWV-mounted ATC
system for the tactical aviation control team mission. The Tactical Terminal Control System enables visual
flight rules control of air traffic at drop zones, LZs, PZs, FARPs, initial airfields, and temporary helicopter
operating areas. It is the system of choice for initial entry operations for localized high volume aviation
operations where ATC is a risk management control. It provides positive and or procedural ATS control
within 15 minutes of arrival. Four air traffic controllers are assigned to operate the AN/TSQ-198 for a 24-
hour period. Major communications components include the AN/VRC-114, multiband radios and
AN/VRC-104 high frequency radio. The communications system can convert to a portable battery operated
manpack configuration or be remoted from the vehicle up to 1 kilometer. Blue Force Tracker is mounted
adjacent to the radio set control providing on-the-move, near-real-time horizontal and vertical information
exchange using a GPS. The GPS connects to wireless/satellite based networks to display its own location,
report its location to other systems, and transmit, receive, and display situational awareness and C2 data.
The AN/TSQ-198 is sling-loadable by a UH-60 or similar helicopter, or it can be transported by a C-130
aircraft load. More information can be found in TC 3-04.6.
Figure 5–11. Tactical terminal control system |
3-04 | 137 | Appendix A
Aviation Operations and Planning Resources
A-1. Aviation operations and planning resources are found in the aviation ATPs and TCs. In preparation
for working directly with aviation units, ATP 3-04.1 and TC 3-04.12 provide a foundation for planning,
execution, and common checklists, forms, briefs, and products used in aviation operations.
A-2. ATP 3-04.1 provides techniques for planning, preparation, and execution of aviation tasks. It
provides problem-solving guidance for company-level leaders throughout Army Aviation as they plan,
prepare, execute, and assess these tasks. It also provides considerations for expeditionary aviation
operations. The primary audience for ATP 3-04.1 is junior leaders at brigade level and below, but it is also
applicable to other members of the profession of arms.
A-3. TC 3-04.12 contains support requests, forms, briefs, checklists, and documents most often used
during aviation operations. These documents include the array of required and optional forms that assist in
the mission planning process and used during mission execution. The Aviation Handbook is a stand-alone,
pocket-sized document developed to rapidly consolidate operations, techniques, and supporting forms and
checklists; these will be incorporated into ATP 3-04.1 and TC 3-04.12.
A-4. The following are support requests, briefs, checklists, and kneeboard cards used for planning and
execution of aviation operations and are found in TC 3-04.12 and the Aviation Handbook:
* Mission preparation, to include administrative and troop leading procedures, planning timeline
worksheet, back-briefs, holding area operations, reconnaissance/security, EA development, and
LZ/PZ selection criteria.
* Standard naming conventions.
* Warning order worksheet.
* Company and troop planning cell worksheet.
* Planning cell: threat/enemy/weather.
* Planning cell: friendly/maneuver.
* Planning cell: protection/flight coordination/contingency.
* Planning cell: sustainment.
* Planning cell: communications/rehearsal.
* Air mission commander worksheet.
* Landing zone/pickup zone selection.
* Occupy a battle position/attack by fire/support by fire/observation point/firing point.
* Release point/passage point.
* Engagement area development.
* Direct fire planning.
* Holding area operations.
* Reconnaissance/security.
* Route planning considerations.
* Planning graphics and common symbology.
* Unmanned aircraft systems planning considerations.
* Unmanned aircraft systems factors.
* Aircrew operations order.
* Air assault considerations.
* Rehearsals.
* After action review. |
3-04 | 138 | Appendix A
* Post-mission debrief collection plan.
* Readiness condition levels.
* Communication checks.
* Aircraft lighting.
* Line up, taxi, and take off.
* Formations.
* Formation changes.
* Inflight linkup.
* Landing zone and pickup zone arrival procedures.
* Weapon control measures.
* Actions on contact.
* Lost communications.
* Inadvertent instrument meteorological conditions.
* Lost visual contact.
* Airspace deconfliction.
* Downed aircrew actions.
* Buddy extraction procedures.
* Scatter plan.
* Precombat checks and precombat inspection checklist.
* Call signs.
* Brevity codes.
* Forward arming refueling point inspection checklist.
* Instrument checks.
* Fuel, ammunition, rocket, missile report.
* Size, activity, location, time, what report.
* Route report.
* Bridge report.
* Meaconing, intrusion, jamming, and interference report.
* Landing zone and pickup zone update brief.
* Call for fire.
* Adjust fire.
* Battle handover checklist.
* On-scene commander checklist.
* Downed aircraft report.
* Nine-line medical evacuation request.
* AH-64 crew briefing.
* AH-64 ordnance weight chart.
* Danger close ranges.
* Missile preflight data.
* Remote hellfire request.
* Remote hellfire matrix.
* Close air support aircraft check-in.
* Nine-line close air support brief.
* Rotary-wing five-line close air support brief.
* UH-60 crew brief.
* CH-47 crew brief.
* Non-rated crew member brief. |
3-04 | 139 | Aviation Operations and Planning Resources
* Cargo and utility helicopter passenger brief.
* External load checklist.
* Hoist operations.
* Low-cost, low-altitude aerial resupply–air drops.
* Water bucket preflight checklist.
* Water bucket operations.
* Paradrop safety brief.
* Jumpmaster brief.
* CH-47 internal configurations.
* Timeline card.
* Mission cards.
* Execution checklist card.
* Concept sketch card.
* Route card.
* Helicopter landing zone, pickup zone, and holding area card.
* Forward army refueling point card.
* Restricted operating zone information card.
* Inadvertent instrument meteorological conditions card.
* Named area of interest worksheet.
* Performance planning cards and forms for Army aircraft. |
3-04 | 141 | Appendix B
Risk Management
B-1. Aviation operations are inherently risky even during routine peacetime or limited contingency
operations. In LSCO, many aviation operations become high-risk, high-reward missions. Commanders
must appropriately mitigate risks in order to provide continued support to the ground maneuver
commander.
B-2. Risk management is a critical process that contributes to the endurance of an aviation force. It
identifies hazardous environments and helps commanders eliminate, reduce, or minimize risk associated
with mission and operational requirements in order to protect assets. It is integral throughout the planning
process, and directly contributes to the availability of aircrews, aircraft, and the associated equipment that
are critical to mission support and accomplishment.
B-3. Commanders balance between protecting the force and accepting risks in order to achieve military
objectives. Commanders must adequately plan and prepare for operations based on a comprehensive
understanding of the OE. Commanders collaborate and dialog with subordinates when deciding how much
risk to accept and how to minimize the effects of risk. It is important to remember that accepting risk is a
function of command, and it is a key planning consideration. The commander alone determines the level of
acceptable risk with respect to aspects of operations. This level of risk should be expressed in the
commander’s guidance, incorporated into all plans and orders, and clearly understood by subordinate
leaders.
B-4. In LSCO, commanders of aviation units must continually fight for information to see, understand,
and respond to windows of opportunity. Aviation missions are frequently conducted without perfect
information, and understanding the threats associated with the enemy, the terrain, and the weather all
inform a commander’s level of risk-acceptance. Table B-1 lists examples of considerations that
commanders should review when identifying risks. For more information about risk management, see ATP
5-19.
Table B-1. Aviation risk considerations
Mission
How complex is this mission? (This will help identify which leaders should participate and where they
should be located)
How does the unit move into positions of advantage without being heavily disrupted by enemy assets?
(Units observed by enemy forces can be engaged. Units engaged by an enemy on the enemy’s terms
can be destroyed. )
Are adjacent units operating off of common procedures? (Shared understanding of terms and common
control measures will reduce risk of fratricide.)
Enemy
What threat systems must be avoided or destroyed to be successful? (This will help identify high payoff
and high value targets.)
Where and when could enemy deception operations create vulnerabilities to aviation operations? (The
commander must evaluate available courses of action against known enemy deception capabilities.)
Terrain and Weather
How challenging are terrain conditions in aviation assembly areas? (Degraded visual environments from
dust or snow increase chances of an accident upon takeoff or landing.)
What is the weather effect on friendly and enemy operations? (Operations in limited visibility may reduce
tactical risk, but increase the accidental risk at the same time.) |
3-04 | 142 | Appendix B
Table B-1. Aviation risk considerations, continued
Troops and Support Available
Is sufficient combat power available to achieve the commander’s intent? (Prolonged operations will
require additional aircraft maintenance and reconstitution; commanders must balance tempo with mass.)
How does the unit balance continued operations in demanding environments with increasing fatigue of
aircrew members and aircraft maintainers? (Increased fatigue from extended operations without effective
recovery operations increases the risk of an aviation accident or improper maintenance.)
What protection is available for aviation units conducting extended maintenance operations? (Aircraft may
be unable to relocate quickly if they are being maintained in a forward location. Protection should be a
consideration for any static location.)
How does the unit incorporate replacement personnel into units during reconstitution? (Untrained
replacements may not have the same knowledge of specific procedures in places such as forward arming
and refueling points or aircraft maintenance areas.)
Time Available
How much preparation time is available for this mission? How much preparation time do subordinate units
have to plan and prepare? (This will help identify risks from tempo.)
What maintenance inspections are being waived due to operational tempo or sustainment challenges?
(Waived inspections may increase risk of an accident or sub-standard system performance.)
Civil Considerations
What civilian population is near the area of operations? (This may help identify risks due to observation or
collateral damage.) |
3-04 | 143 | Glossary
SECTION I – ACRONYMS AND ABBREVIATIONS
AATF air assault task force
ABTF aviation battalion task force
ACM airspace coordinating measure
ADAM air defense airspace management
AE aeromedical evacuation
*AGO air-ground operations
AHB assault helicopter battalion
AHC assault helicopter company
AMC aviation maintenance company
AMT aviation maintenance troop
AO area of operations
AOB airfield operations battalion
AB attack battalion
AC attack company
ARNG Army National Guard
ACS air cavalry squadron
ACT air cavalry troop
ASB aviation support battalion
ASC aviation support company
ASTF aviation squadron task force
ATC air traffic control
ATNAVICS air traffic navigation, integartion, and coordination system
ATS air traffic services
ATSSE air traffic services standardization element
AWT attack weapons team
AXP ambulance exchange point
BAE brigade aviation element
BAMO brigade aviation maintenance officer
BCT brigade combat team
BDA battle damage assessment
C2 command and control
CAB combat aviation brigade
CAC command aviation company
CAS close air support
CASEVAC casualty evacuation
CBRNE chemical, biological, radiological, nuclear, and high yield explosives
COA course of action |
3-04 | 144 | Glossary
CP command post
DART downed aircraft recovery team
DCA defensive counter-air
DS direct support
DSCA Defense Support of Civilian Authorities
ECAB expeditionary combat aviation brigade
EW electronic warfare
FARP forward arming and refueling point
FLOT forward line of own troops
FSC forward support company
FW fixed-wing
GPS Global Positioning System
GS general support
GSAB general support aviation battalion
HA holding area
HHC headquarters and headquarters company
HSS health service support
IADS integrated air defense systems
IED improvised explosive device
IO information operations
IPB intelligence preparation of the battlefield
IR infrared
ISB intermediate staging base
JAGIC joint air-ground integration center
JFC joint force commander
LNO liaison officer
LOA limit of advance
LOC line of communications
LOS line of sight
LSCO large-scale combat operations
LZ landing zone
MANPADS man-portable air defense system
MEDEVAC medical evacuation
MTF medical treatment facility
MTOE modified table of organization and equipment
*MUM-T manned unmanned teaming
OCA offensive counter-air
OE operational environment
OP observation post
OPCON operational control
PC production control |
3-04 | 145 | Glossary
PIR priority intelligence requirement
PL phase line
PR personnel recovery
PZ pickup zone
QC quality control
ROE rules of engagement
ROZ restricted operations zone
RW rotary-wing
SAM surface-to-air missile
SCAR strike coordination and reconnaissance
SEAD suppression of enemy air defense
SOP standard operating procedure
SPO support operations officer
SSB security and support battalion
SWT Scout weapons team
TAB-A theater aviation brigade (assualt)
TAB-GS theater aviation brigade (general support)
TACON tactical control
TAIS tactical airspace integration system
TAOG theater airfield operations group
TASMG theater aviation sustainment maintenance group
TCF tactical combat force
TRP target reference point
TTP tactics, techniques, and procedures
UAS unmanned aircraft system
USAR United States Army Reserve |
3-04 | 146 | Glossary
SECTION II-TERMS
Air assault The movement of friendly assault forces by rotary-wing or tiltrotor aircraft to
engage and destroy enemy forces or to seize and hold key terrain. (JP 3-18)
*Air-ground The simultaneous or synchronized employment of ground forces with aviation
operations maneuver and fires to seize, retain, and exploit the initiative. Also called AGO.
Air movement Air transport of units, personnel, supplies, and equipment including airdrops
and air landings. See also airdrop; airland. (JP 3-17)
Area A form of reconnaissance that focuses on obtaining detailed information about
reconnaissance the terrain or enemy activity within a prescribed area. (ADP 3-90)
Army personnel The military efforts taken to prepare for and execute the recovery and
recovery reintegration of isolated personnel. (FM 3-50)
Consolidation The portion of the commander’s area of operations that is designated to
area facilitate the security and stability tasks necessary for freedom of action in the
close area and to support the continuous consolidation of gains. (ADP 3-0)
Coordinating An airspace coordinating measure that uses altitude to separate users and as the
altitude transition between different airspace control elements. Also called CA. (JP 3-
52)
Coordination A procedural method to separate fixed- and rotary-wing aircraft by determining
level an altitude below which fixed-wing aircraft normally will not fly. Also called
CL.(JP 3-52)
Cover A security task to protect the main body by fighting to gain time while also
observing and reporting information and preventing enemy ground observation
of and direct fire against the main body. (ADP 3-90)
Decisive The operation that directly accomplishes the mission. (ADP 3-0)
operation
Forward arming A temporary facility, organized, equipped, and deployed to provide fuel and
and refueling ammunition necessary for the employment of aviation maneuver units in
point combat. Also called FARP. (JP 3-09. 3)
Guard A security task to protect the main force by fighting to gain time while also
observing and reporting information and preventing enemy ground observation
of and direct fire against the main body. Units conducting a guard mission
cannot operate independently because they rely upon fires and functional and
multifunctional support assets of the main body. (ADP 3-90)
Hybrid threat The diverse and dynamic combination of regular forces, irregular forces,
terrorist forces, or criminal elements unified to achieve mutually benefitting
threat effects. (ADP 3-0)
Information An activity that synchronizes and integrates the planning and employment of
collection sensors and assets as well as the processing, exploitation, and dissemination
systems in direct support of current and future operations. (FM 3-55)
Information The aggregate of individuals, organizations, and systems that collect, process,
environment disseminate, or act on information. (JP 3-13)
Kill box A three-dimensional permissive fire support coordination measure with an
associated airspace coordinating measure used to facilitate the integration of
fires. (JP 3-09)
Main command A facility containing the majority of the staff designed to control current
post operations, conduct detailed analysis, and plan future operations. (FM 6-0).
Main effort A designated subordinate unit whose mission at a given point in time is most
critical to overall mission success. (ADP 3-0) |
3-04 | 147 | Glossary
*Manned The integrated maneuver of Army Aviation RW and UAS to conduct
unmanned movement to contact, attack, reconnaissance, and security tasks. Also called
teaming MUM-T.
Operational A composite of the conditions, circumstances, and influences that affect the
environment employment of capabilities and bear on the decisions of the commander. Also
called OE. (JP 3-0)
Operational The distance and duration across which a joint force can successfully employ
reach military capabilities. (JP 3-0)
Reconnaissance A mission undertaken to obtain, by visual observation or other detection
methods, information about the activities and resources of an enemy or
adversary, or to secure data concerning the meteorological, hydrographic or
geographic characteristics of a particular area. (JP 2-0)
Reconnaissance A deliberate combat operation designed to discover or test the enemy’s
in force strength, dispositions, and reactions or to obtain other information. (ADP 3-90)
Route A directed effort to obtain detailed information of a specified route and all
reconnaissance terrain from which the enemy could influence movement along that route.
(ADP 3-90)
Screen A security task that primarily provides early warning to the protected force.
(ADP 3-90)
Security tasks Those tasks performed by commanders to provide early and accurate warning
of enemy operations, to provide the forces being protected with time and
maneuver space within which to react to the enemy, and to develop the
situation to allow commanders to effectively use their protected forces. (ADP
3-90)
Shaping An operation that establishes conditions for the decisive operation through
operation effects on the enemy, other actors, and the terrain. (ADP 3-0)
Space domain The area above the altitude where atmospheric effects on airborne objects
become negligible. (JP 3-14)
Special Reconnaissance and surveillance actions conducted as a special operation in
reconnaissance hostile, denied, or diplomatically and/or politically sensitive environments to
collect or verify information of strategic or operational significance, employing
military capabilities not normally found in conventional forces. Also called SR.
(JP 3-05)
Strike A mission flown for the purpose of detecting targets and coordinating or
coordination performing attack or reconnaissance on those targets. Also called SCAR. (JP 3-
and 03)
reconnaissance
Support area In contiguous areas of operations, an area for any commander that extends from
its rear boundary forward to the read boundary of the next lower level of
command. (ADP 3-0)
Supporting A designated subordinate unit with a mission that supports the success of the
effort main effort. (ADP 3-0)
Sustaining Those operations at any echelon that enable the decisive operation or shaping
operation operations by generating and maintaining combat power. (ADP 3-0)
Tactical A facility containing a tailored portion of a unit headquarters designed to
command post control portions of an operation for a limited time. (FM 6-0)
Threat Any combination of actors, entities, or forces that have the capability and intent
to harm United States forces, United States national interests, or the homeland.
(ADP 3-0)
Zone A form of reconnaissance that involves a directed effort to obtain detailed |
3-04 | 148 | Glossary
reconnaissance information on all routes, obstacles, terrain, and enemy forces within a zone
defined by boundaries. (ADP 3-90) |
3-04 | 149 | References
All websites accessed on 22 January 2020.
REQUIRED PUBLICATIONS
These documents must be available to the intended users of this publication.
ADP 1-02. Terms and Military Symbols. 14 August 2018.
DOD Dictionary of Military and Associated Terms. January 2020.
FM 1-02.1. Operational Terms. 21 November 2019.
RELATED PUBLICATIONS
These documents contain relevant supplemental information.
JOINT AND MULTISERVICE PUBLICATIONS
Most Joint Service publications are available online at http://www. jcs. mil/Doctrine.
Joint Guide 1-05. Joint Guide 1-05 for Religious Affairs in Joint Operations. 01 February 2018.
JP 2-0. Joint Intelligence. 22 October 2013.
JP 3-0. Joint Operations. 17 January 2017.
JP 3-01. Countering Air and Missile Threats. 21 April 2017.
JP 3-03. Joint Interdiction. 09 September 2016.
JP 3-05. Special Operations. 16 July 2014.
JP 3-09. Joint Fire Support. 10 April 2019.
JP 3-10. Joint Security Operations in Theater. 25 July 2019.
JP 3-13. Information Operations. 27 November 2012.
JP 3-14. Space Operations. 10 April 2018.
JP 3-17. Air Mobility Operations. 05 February 2019.
JP 3-18. Joint Forcible Entry Operations. 11 May 2017.
JP 3-52. Joint Airspace Control. 13 November 2014.
JP 4-02. Joint Health Services. 11 December 2017.
The following publication may be found at https://jdeis. js. mil/jdeis/new_pubs/jp3_09_3. pdf.
JP 3-09. 3. Close Air Support. 10 June 2019.
ARMY PUBLICATIONS
Most Army publications are available online at https://armypubs. army. mil.
ADP 3-0. Operations. 31 July 2019.
ADP 3-90. Offense and Defense. 31 July 2019.
ADP 4-0. Sustainment. 31 July 2019.
ADP 5-0. The Operations Process. 31 July 2019.
ADP 6-0. Mission Command: Command and Control of Army Forces. 31 July 2019.
AR 40-3. Medical, Dental, and Veterinary Care. 23 April 2013.
AR 95-1. Flight Regulations. 22 March 2018.
ATP 2-01. Plan Requirements and Assess Collection. 19 August 2014.
ATP 3-04. 1. Aviation Tactical Employment. 13 April 2016.
ATP 3-04. 7. Army Aviation Maintenance. 11 September 2017.
ATP 3-04. 13. Aircraft Recovery Operations. 16 April 2018. |
3-04 | 150 | References
ATP 3-04. 17. Techniques for Forward Arming and Refueling Points. 04 June 2018.
ATP 3-94. 2. Deep Operations. 01 September 2016.
ATP 4-02. 2. Medical Evacuation. 11 July 2019.
ATP 4-10/MCRP 4-11H/NTTP 4-09. 1/AFMAN 10-409-O. Multi-Service Tactics, Techniques, and
Procedures for Operational Contract Support. 18 February 2016.
ATP 4-33. Maintenance Operations. 09 July 2019.
ATP 5-19. Risk Management. 14 April 2014.
ATP 6-0. 5. Command Post Organization and Operations. 01 March 2017.
FM 1-05. Religious Support. 21 January 2019.
FM 3-0. Operations. 06 October 2017.
FM 3-11. Chemical, Biological, Radiological, and Nuclear Operations. 23 May 2019.
FM 3-14. Army Space Operations. 30 October 2019.
FM 3-50. Army Personnel Recovery. 02 September 2014.
FM 3-52. Airspace Control. 20 October 2016.
FM 3-55. Information Collection. 03 May 2013.
FM 3-90-1. Offense and Defense Volume 1. 22 March 2013.
FM 3-90-2. Reconnaissance, Security, and Tactical Enabling Tasks Volume 2. 22 March 2013.
FM 3-98. Reconnaissance and Security Operations. 01 July 2015.
FM 3-99. Airborne and Air Assault Operations. 06 March 2015.
FM 6-0. Commander and Staff Organization and Operations. 05 May 2014.
FM 6-27. The Commander’s Handbook on the Law of Land Warfare. 07 August 2019.
FM 6-99. U. S. Army Report and Message Formats. 19 August 2013.
TC 3-04. 3. Aviation Gunnery. 15 March 2019.
TC 3-04. 6. Air Traffic Services Operations. 27 December 2017.
TC 3-04. 11. Commander’s Aircrew Training Program. 21 September 2018.
TC 3-04. 12. Aviation Mission Planning Forms. 03 August 2016.
RECOMMENDED READINGS
Most Army publications are available online at https://armypubs. army. mil.
TC 1-400. Brigade Aviation Element Handbook. 27 April 2006.
TC 7-100. Hybrid Threat. 26 November 2010.
TC 7-100. 2. Opposing Force Tactics. 09 December 2011.
The following publication can be accessed at http://www. history. army. mil/html/books/090/90-
4/CMH_Pub_90-4-B. pdf.
Vietnam Studies: Air Mobility 1961-1971. LTG John J. Tolson. Department of the Army, Washington,
D.C, 1973.
WEBSITES RECOMMENDED
Army Training Network: https://atn.army.mil.
Center for Army Lessons Learned Publications:
https://usacac.army.mil/organizations/mccoe/call/publications.
USAACE Directorate of Training and Doctrine:
https://www.ako2.us.army.mil/content/armyako/en/mycommunities/Home/groups/TRADOC/
Groups/CAC/Groups/USAACE/Groups/USAACEStaff/Groups/Directorates/Groups/DOTD.h
tml. |
3-04 | 151 | References
USAACE Directorate of Training and Doctrine (Doctrine Branch): https://www. ako2. us. army.
mil/content/armyako/en/mycommunities/Home/groups/TRADOC/Groups/CAC/Groups/USA
ACE/Groups/USAACEStaff/Groups/Directorates/Groups/DOTD/Divisions/DoctrineDivision/
Branches/DOTDdoctrinebranch. html.
USAACE Directorate of Training and Doctrine Survivability SIPRNET:
https://intelshare.intelink.sgov.gov/sites/army-ams.
USAACE SIPRNET: https://www.usaace.army.smil.mil/asdat.
PRESCRIBED FORMS
This section contains no entries.
REFERENCED FORMS
Unless otherwise indicated, DA Forms are available on the Army Publishing Directorate website at
https://armypubs.army.mil.
DA Form 1352. Army Aircraft Inventory, Status and Flying Time.
DA Form 2028. Recommended Changes to Publications and Blank Forms. |
3-04 | 153 | Index
Entries are by paragraph number.
A area reconnaissance, 1-8, 2- 3-110, 3-135, 3-152, 3-172,
aeromedical evacuation (AE), 11, 2-12, 2-21, 2-37, 2-40, 3- 4-63, 4-66, 5-4, 5-5
1-30, 1-31, 1-33, 2-10, 2-15, 19, 3-55, 3-61, 3-65, 5-13 combat aviation brigade (CAB),
2-21, 2-23, 2-48, 2-54, 3-4, area security, 1-13, 2-37, 2-40, 2-1, 2-5, 2-22, 2-35, 2-38, 2-
3-93, 3-109, 3-110, 3-111, 3- 2-75, 3-89 41, 2-44, 2-45, 2-49, 2-51, 2-
144, 3-149, 3-151, 3-155, 3- 58, 2-71, 2-72, 2-74, 2-75, 2-
assault helicopter battalion
156, 3-162, 3-166, 3-171, 3- 77, 2-80, 2-89, 2-92, 2-98, 2-
(AHB), 2-3, 2-8, 2-14, 2-34,
172, 4-63, 4-66 99, 2-101, 2-104, 2-106, 3-
2-41, 2-68, 3-183, 3-205
air defense airspace 109, 3-151, 3-171, 3-178, 4-
management (ADAM), 2- attack (against enemy forces in 6, 4-10, 4-11, 4-26, 4-28, 4-
103, 2-104, 2-106, 3-181 close friendly contact), 1-18, 29, 4-35, 4-45, 4-60, 4-63, 4-
1-20, 1-24, 3-20, 3-40 67, 4-70, 5-6, 5-8, 5-14, 5-15
air assault, 1-21, 1-42, 1-65, 1-
67, 1-69, 1-71, 1-73, 2-10, 2- attack (against enemy forces command and control (C2), 1-
15, 2-21, 2-23, 2-41, 2-44, 2- out of friendly contact), 1-18, 9, 1-33, 1-35, 1-45, 1-49, 1-
48, 2-64, 2-66, 2-67, 2-68, 2- 1-20, 1-24, 3-16, 3-24, 3-38, 64, 1-65, 1-73, 1-75, 1-79, 1-
75, 3-3, 3-72, 3-93, 3-109, 3- 3-40, 81, 1-82, 2-6, 2-10, 2-13, 2-
110, 3-117, 3-131, 3-134, 3- Attack Battalion (AB), 2-3, 2-8, 15, 2-17, 2-18, 2-21, 2-22, 2-
140, 3-174, 3-191, 3-198, 5- 2-11, 2-12, 2-13, 2-34, 2-38, 23, 2-41, 2-43, 2-44, 2-48, 2-
4, 5-5 2-67, 2-71, 2-92, 3-19, 3-26, 51, 2-52, 2-61, 2-80, 2-81, 2-
3-29, 3-34, 3-35, 3-36, 3-37, 98, 2-102, 3-3, 3-12, 3-22, 3-
air movement, 1-26, 1-42, 1-
3-38, 3-51, 3-90, 4-58 30, 3-72, 3-89, 3-92, 3-93, 3-
45, 1-49, 1-52, 1-65, 1-67, 1-
109, 3-110, 3-115, 3-128, 3-
69, 1-71, 1-75, 1-79, 2-10, 2- Air Cavalry Squadron (ACS), 2-
134, 3-157, 3-162, 3-177, 3-
15, 2-21, 2-23, 2-43, 2-48, 2- 3, 2-8, 2-12, 2-13, 2-34, 2-
191, 3-197, 4-46, 4-49, 5-4,
54, 2-59, 2-61, 2-66, 2-67, 2- 35, 2-38, 2-66, 2-92, 3-19, 3-
5-19, 5-21
68, 3-3, 3-4, 3-93, 3-109, 3- 26, 3-51, 3-90, 5-9,
command post (CP), 1-40, 1-
110, 3-125, 3-131, 3-134, 3- aviation battalion task force
59, 2-79, 2-106, 3-177, 3-
140, 3-174, 3-191, 4-42, 5-4, (ABTF), 2-4, 2-7, 2-15, 2-54,
178, 3-184, 3-203, 4-69
5-5, 5-13 2-61, 2-62, 2-72, 2-73, 2-74,
air traffic services (ATS), 1-35, 2-76, 2-77, 2-99, 2-101, 3- consolidation area, 1-37, 1-46,
2-26, 2-28, 2-45, 2-46, 2-48, 72, 3-85, 3-92, 3-100 3-198
2-55, 2-56, 2-57, 2-58, 3- aviation special staff officers, 2- cover (security task), 1-13, 3-
177, 4-47, 4-53, 5-14, 5-17, 86, 4-23, 4-69 89, 3-100, 3-102, 3-110
5-20
aviation support battalion D
airfield operations battalion (ASB), 2-3, 2-8, 2-9, 2-14, 2- deception, 1-58, 1-70
(AOB), 2-3, 2-26, 2-27, 2-29, 15, 2-19, 2-20, 2-34, 2-49, 2-
deep area, 1-43, 1-46, 3-28, 3-
2-30, 2-34, 2-55, 4-46, 4-49, 65, 4-6, 4-10, 4-16, 4-21, 4-
29, 1-47, 3-29, 3-122, 3-124,
4-50, 5-16 25, 4-27, 4-29, 4-31, 4-58
3-198, 3-219, 4-59
air-ground operations (AGO), B
defense support of civilian
1-1, 1-2, 1-42, 2-69, 2-75, 2-
brigade aviation element authorities (DSCA), 1-1, 1-
99, 3-1, 3-2, A-3
(BAE), 2-96, 2-99, 2-101, 2- 26, 1-30, 1-33, 1-34, 1-37, 2-
air mission commander, 1-23, 103, 2-106, 3-179, 3-200, A- 9, 2-15, 2-17, 2-20, 2-28, 2-
1-24, 2-104, 3-19, 3-21, 3- 4 52, 3-1, 3-131
23, 3-24, 3-29, 3-121
C deliberate attack, 1-24, 3-18, 3-
airspace coordinating
close air support (CAS), 1-69, 19, 3-22, 3-24, 3-25, 3-27, 3-
measures (ACM), 2-103, 3-
3-39, 3-197, A-3 29, 3-31, 3-40
12, 3-19, 3-20, 3-29, 3-31, 3-
44, 3-53, 3-98, 3-130, 3-179 close area, 1-42, 1-43, 1-46, 3- E
151, 3-198, 4-9, expeditionary operations, 1-64
anti-access, 1-3, 1-58, 1-64, 1-
71 casualty evacuation expeditionary combat aviation
(CASEVAC), 1-32, 2-10, 2- brigade (ECAB), 2-1, 2-5, 2-
area denial, 1-3, 1-4, 1-58, 1-
15, 2-21, 2-23, 2-41, 2-43, 2- 13, 2-22, 2-41, 2-44, 2-46, 2-
59, 1-64, 1-71
48, 2-54, 2-61, 3-94, 3-109, 49, 2-99, 3-151
F |
3-04 | 154 | Index
forward arming and refueling manned unmanned teaming 94, 3-95, 3-98, 3-100, 3-109,
point (FARP), 1-40, 1-55, 1- (MUM-T), 1-9, 1-13, 1-16, 1- 3-112, 3-116, 3-121, 3-130,
59, 1-66, 1-72, 2-48, 3-11, 3- 24, 1-36, 1-44, 2-12, 2-38, 2- 3-204
12, 3-30, 3-31, 3-35, 3-36, 3- 104, 3-5, 3-13, 3-19, 3-29, 3- security and support battalion
37, 3-115, 4-9, 4-19, 4-57, 5- 31, 3-12, 3-51, 3-59, 3-62, 3- (SSB), 2-3, 2-19, 2-34, 2-52
21 65, 3-70, 3-80, 3-90, 3-107,
3-121, 3-130, 5-1
G support area, 1-19, 1-45, 1-49,
general support aviation movement to contact, 1-8, 1-9, 3-122, 3-151, 3-164, 4-50,
1-35, 1-36, 1-42, 1-48, 2-10,
battalion (GSAB), 2-3, 2-8,
T
2-16, 2-24, 2-35, 2-37, 2-38,
2-14, 2-19, 2-20, 2-34, 2-44,
2-40, 2-66, 2-67, 3-4, 3-19, theater airfield operations
3-153, 3-155, 3-171, 3-178,
3-73, 3-74, 3-75, 3-95, 3-96, group (TAOG), 2-2, 2-25, 2-
3-183, 4-16, 4-47, 4-60, 4-
3-98, 3-106, 3-109, 3-110, 3- 26, 4-46, 4-49, 4-50, 4-53
63, 4-68
196, 5-1 theater aviation brigade
guard (security task), 1-13, 2-
multi-domain, 1-43, 1-54, 1-62 (assault) (TAB-A), 2-1, 2-17,
37, 2-40, 3-89, 3-92, 3-93, 3-
2-45
100, 3-102, 3-109, 3-204 P
theater aviation brigade
H peer threat, 1-3, 1-57, 1-61, 1-
(general support) (TAB-GS),
64, 3-156, 4-59
hasty attack, 3-18, 3-19, 3-21,
2-1, 2-17, 2-47, 2-52
3-25, 3-27, 3-29, 3-83, 3-115 personnel recovery (PR), 1-33,
theater aviation sustainment
2-6, 2-10, 2-13, 2-15, 2-18,
hybrid threat, 1-60, 1-74
maintenance group
2-23, 2-41, 2-43, 2-44, 2-48,
J (TASMG), 2-2, 2-25, 2-31, 4-
2-91, 3-4, 3-190
joint air-ground integration 11, 4-12
R
center (JAGIC), 2-80, 2-103 theater fixed-wing battalion, 2-
reconnaissance in force, 1-8,
L 34, 2-59
3-55, 3-71
large scale ground combat Z
route reconnaissance, 3-64, 3-
operations (LSCO) , 1-3, 1- zone reconnaissance, 1-10, 3-
94, 3-121
4, 1-49, 1-52, 1-56, 1-59, 1- 6, 3-56, 3-61, 3-63, 3-64, 3-
62, 1-64, 2-69, 2-84, 3-152, S 95, 3-96, 3-106
3-156, 3-164, 3-198, 4-3, 4- screen (security task), 1-13, 1-
9, B-1, B-4 14, 1-48, 1-49, 3-7, 3-29, 3-
58, 3-83, 3-89, 3-90, 3-92, 3-
M |
3-04 | 155 | FM 3-04
6 April 2020
By Order of the Secretary of the Army:
JAMES C. MCCONVILLE
General, United States Army
Chief of Staff
Official:
KATHLEEN S. MILLER
Administrative Assistant
to the Secretary of the Army
2009404
DISTRIBUTION: |
7-22 | 1 | FM 7-22
HOLISTIC HEALTH AND FITNESS
OCTOBER 2020
DISTRIBUTION RESTRICTION:
Approved for public release; distribution is unlimited.
This publication supersedes chapters 1–6 and appendix D of
FM 7-22, dated 26 October 2012. |
7-22 | 2 | This publication is available at the Army Publishing Directorate site
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7-22 | 3 | FM 7-22
Change No. 1 Headquarters
Department of the Army
Washington, D.C., 8 October 2020
Holistic Health and Fitness
1. This publication changed to incorporate spiritual doctrine.
2. A plus sign (+) denotes changed material.
3. FM 7-22, 1 October 2020, is changed as follows:
Remove Old Pages Insert New Pages
pages iii through vii pages iii through vii
pages 1-3 through 1-6 pages 1-3 through 1-6
pages 3-5 through 3-6 pages 3-5 through 3-6
pages 10-1 through 10-10 pages 10-1 through 10-7
pages 13-5 through 13-7 pages 13-5 through 13-7
page Source Notes-1 page Source Notes-1
pages Glossary-7 through Glossary-8 pages Glossary-7 through Glossary-8
pages References-1 through References-5 pages References-1 through References-5
pages Index-1 through Index-5 pages Index-1 through Index-5
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7-22 | 5 | *FM 7-22
Field Manual Headquarters
No. 7-22 Department of the Army
Washington, D.C., 1 October 2020
HOLISTIC HEALTH AND FITNESS
Contents
Page
PREFACE.................................................................................................................... ix
INTRODUCTION ....................................................................................................... xiii
PART ONE SYSTEM
Chapter 1 PRINCIPLES AND ELEMENTS ............................................................................... 1-1
Principles.................................................................................................................. 1-1
Optimization ............................................................................................................... 1-1
Individualization ......................................................................................................... 1-2
Immersion .................................................................................................................. 1-2
Elements ................................................................................................................... 1-2
Governance ............................................................................................................... 1-2
Program ..................................................................................................................... 1-4
Personnel................................................................................................................... 1-5
Equipment and Facilities ........................................................................................... 1-8
Leader Education .................................................................................................... 1-11
Chapter 2 PHASES .................................................................................................................... 2-1
Initial Phase .............................................................................................................. 2-1
Future Soldier Program ............................................................................................. 2-1
Basic Combat Training .............................................................................................. 2-2
Advanced Individual Training .................................................................................... 2-2
One Station Unit Training .......................................................................................... 2-2
First Unit of Assignment ............................................................................................ 2-2
Sustaining Phase ..................................................................................................... 2-3
Warrant Officer Candidate School ............................................................................. 2-3
Warrant Officer Basic Course .................................................................................... 2-3
Basic Officer Leader Courses.................................................................................... 2-3
Active Component ..................................................................................................... 2-3
Reserve Component .................................................................................................. 2-4
Individual Training ..................................................................................................... 2-4
Condensed Training .................................................................................................. 2-5
Chapter 3 DOMAINS .................................................................................................................. 3-1
Physical Readiness ................................................................................................. 3-1
Nutritional Readiness .............................................................................................. 3-3
DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.
*This publication supersedes chapters 1-6 and appendix D of FM 7-22, dated 26 October 2012. |
7-22 | 6 | Contents
Mental Readiness .................................................................................................... 3-3
Character .................................................................................................................. 3-4
Behavior .................................................................................................................... 3-4
Resilience .................................................................................................................. 3-4
Cognitive Skill ............................................................................................................ 3-4
Social Acuity .............................................................................................................. 3-5
+ Spiritual Readiness .............................................................................................. 3-5
Sleep Readiness ...................................................................................................... 3-6
PART TWO DESIGN
Chapter 4 PHYSIOLOGY .......................................................................................................... 4-1
Soldier Physiology .................................................................................................. 4-1
Energy Pathway ........................................................................................................ 4-2
Phosphagen Pathway ............................................................................................... 4-2
Glycolytic Pathway .................................................................................................... 4-2
Oxidative Phosphorylation ........................................................................................ 4-3
VO Max .................................................................................................................... 4-3
2
Anatomy ................................................................................................................... 4-3
Bone .......................................................................................................................... 4-3
Muscle ....................................................................................................................... 4-4
Nervous System ........................................................................................................ 4-6
Neuroendocrine System ........................................................................................... 4-8
Cardiorespiratory System ......................................................................................... 4-8
Chapter 5 PERIODIZATION ...................................................................................................... 5-1
Fundamentals of Periodization .............................................................................. 5-1
Training Cycles ....................................................................................................... 5-2
Microcycle ................................................................................................................. 5-2
Mesocycle ................................................................................................................. 5-2
Macrocycle ................................................................................................................ 5-2
Integrated Periodization ......................................................................................... 5-3
Base .......................................................................................................................... 5-5
Build .......................................................................................................................... 5-5
Peak 1 ....................................................................................................................... 5-5
Combat and Peak 2 .................................................................................................. 5-5
Recovery ................................................................................................................... 5-5
Chapter 6 PROGRAM DESIGN................................................................................................. 6-1
Soldier Assessment ................................................................................................ 6-1
Components of Physical Fitness ............................................................................... 6-1
Structural Requirements ........................................................................................... 6-1
Physiological Capacity .............................................................................................. 6-1
Physical Components ............................................................................................... 6-2
Training Sessions ................................................................................................... 6-3
Strategies .................................................................................................................. 6-3
Exercise Order .......................................................................................................... 6-4
Endurance Training Load .......................................................................................... 6-7
PART THREE BUILD
Chapter 7 PHYSICAL READINESS .......................................................................................... 7-1
Principles of Physical Readiness .......................................................................... 7-1 |
7-22 | 7 | Contents
Precision .................................................................................................................... 7-1
Progression ............................................................................................................... 7-1
Integration .................................................................................................................. 7-2
Ruck Marching ......................................................................................................... 7-4
Running Skill ............................................................................................................ 7-5
The Running Paradigm .............................................................................................. 7-6
Running Measurement .............................................................................................. 7-8
Army Water Survival Training ................................................................................ 7-9
Safety ......................................................................................................................... 7-9
Basic Survival Swimmer .......................................................................................... 7-10
Combat Survival Swimmer ...................................................................................... 7-11
Chapter 8 NUTRITIONAL READINESS .................................................................................... 8-1
Foundational Nutrition ............................................................................................ 8-1
Health Promotion and Chronic Disease Prevention .................................................. 8-1
Body Composition ..................................................................................................... 8-5
Operational Nutrition ............................................................................................... 8-7
Event Fueling and Post-Event Recovery ................................................................... 8-7
Environment ............................................................................................................ 8-13
Therapeutic Nutrition ............................................................................................ 8-17
Injuries ..................................................................................................................... 8-17
Medical Conditions .................................................................................................. 8-17
Chapter 9 MENTAL READINESS .............................................................................................. 9-1
Mental Readiness Concepts ................................................................................... 9-1
Mental Readiness Capabilities ............................................................................... 9-2
Cognitive Capability ................................................................................................... 9-3
Emotional Capability .................................................................................................. 9-4
Interpersonal Capability ........................................................................................... 9-10
+Chapter 10 SPIRITUAL READINESS ........................................................................................ 10-1
Introduction to Spiritual Readiness ..................................................................... 10-1
Free Exercise and Religious Liberty Concerns ....................................................... 10-1
Establishment Clause and Pluralistic Concerns ...................................................... 10-2
The Chaplain Corps Role in Spiritual Readiness .................................................... 10-2
Spiritual Readiness Development ....................................................................... 10-2
General Spiritual Readiness Practices .................................................................... 10-2
Religious Spiritual Readiness Practices .................................................................. 10-4
Dietary Practices ..................................................................................................... 10-5
Clothing and Apparel ............................................................................................... 10-5
Physical Appearance ............................................................................................... 10-5
Spiritual Readiness Assessment ......................................................................... 10-5
Resources .............................................................................................................. 10-6
Commanders and Leaders ...................................................................................... 10-6
Chaplain Section or Unit Ministry Team .................................................................. 10-6
Garrison Chaplain’s Office....................................................................................... 10-6
Equal Opportunity Advisor or Office ........................................................................ 10-7
Army Fit Website ..................................................................................................... 10-7
Local Organizations ................................................................................................. 10-7
Internally Assigned Assets ...................................................................................... 10-7
Chapter 11 SLEEP READINESS ............................................................................................... 11-1
Principles................................................................................................................ 11-1 |
7-22 | 8 | Contents
Sleep Duration ........................................................................................................ 11-1
Sleep Timing ........................................................................................................... 11-1
Sleep Continuity ...................................................................................................... 11-2
Sleep Readiness Fundamentals .......................................................................... 11-2
Promoting Healthy Sleep ..................................................................................... 11-4
Sleep Environment .................................................................................................. 11-4
Pre-Sleep Routine ................................................................................................... 11-4
Sleep Schedule ....................................................................................................... 11-4
Leadership’s Role ................................................................................................. 11-5
Set Conditions ......................................................................................................... 11-5
Lead by Example .................................................................................................... 11-5
Educate and Encourage ......................................................................................... 11-6
Prioritize and Plan ................................................................................................... 11-6
Planning for Periods of Insufficient Sleep ......................................................... 11-6
Overall Strategy ...................................................................................................... 11-6
Interventions to Improve and Sustain Readiness ................................................. 11-10
Resources ............................................................................................................ 11-13
Sleep Problems ..................................................................................................... 11-13
When to Seek Expert Help .................................................................................... 11-14
Chapter 12 SPECIAL CONDITIONING ..................................................................................... 12-1
Rehabilitation and Reconditioning Program ...................................................... 12-1
Rehabilitation .......................................................................................................... 12-1
Reconditioning ........................................................................................................ 12-2
Pregnancy and Postpartum Physical Training ................................................ 12-10
Pregnancy and Postpartum Physical Training Exercise Sessions ....................... 12-12
Pregnancy and Postpartum Physical Training Exercises ..................................... 12-14
Pregnancy and Postpartum Physical Training Education Sessions ..................... 12-15
PART FOUR DELIVER
Chapter 13 HOLISTIC HEALTH AND FITNESS COACHING .................................................. 13-1
Building Soldier H2F Readiness .......................................................................... 13-1
Holistic Health ....................................................................................................... 13-2
Proactive Health .................................................................................................... 13-4
Physical Exercise .................................................................................................... 13-4
Surroundings ........................................................................................................... 13-5
Personal Development ............................................................................................ 13-5
Nutrition ................................................................................................................... 13-5
Recharge ................................................................................................................. 13-6
Family, Friends, and Colleagues ............................................................................ 13-6
+ Spirit ..................................................................................................................... 13-6
Power of the Mind ................................................................................................... 13-7
Chapter 14 HOLISTIC HEALTH AND FITNESS SCHEDULES ............................................... 14-1
Incorporating H2F Training .................................................................................. 14-1
Initial Phase ........................................................................................................... 14-1
Future Soldier Program ........................................................................................... 14-1
Basic Combat Training ............................................................................................ 14-7
Fitness Training Unit ACFT Improvement............................................................. 14-16
Advanced Individual Training and One Station Unit Training ............................... 14-19
First Unit of Assignment ........................................................................................ 14-37 |
7-22 | 9 | Contents
Sustaining Phase ................................................................................................. 14-43
Build 1 .................................................................................................................... 14-43
Build 2 .................................................................................................................... 14-45
Peak 1 .................................................................................................................... 14-47
Peak 2 .................................................................................................................... 14-49
Combat .................................................................................................................. 14-52
Transition ............................................................................................................... 14-52
Reserve Component .............................................................................................. 14-54
Remotely Located Soldiers.................................................................................... 14-56
SOURCE NOTES ................................................................................ Source Notes-1
GLOSSARY ................................................................................................ Glossary-1
REFERENCES ........................................................................................ References-1
INDEX ................................................................................................................ Index-1
Figures
Figure Introduction-1. The Holistic Health and Fitness System ...................................................... xiii
Figure 1-1. The elements of the Holistic Health and Fitness System ............................................ 1-3
Figure 1-2. H2F performance team structure—tier 1 brigade ........................................................ 1-7
Figure 1-3. Prototype brigade-sized Soldier Performance Readiness Center ............................... 1-9
Figure 1-4. Sample terrain run and obstacle course .................................................................... 1-10
Figure 1-5. Schematic of an outdoor strength training area ......................................................... 1-10
Figure 3-1. Tasks and physical components of movement lethality .............................................. 3-2
Figure 4-1. Fiber type training ........................................................................................................ 4-5
Figure 7-1. Running skill—the dominant position/ pose, fall, pull .................................................. 7-5
Figure 7-2. The running skill paradigm ........................................................................................... 7-6
Figure 7-3. Translation of angular velocity of the body into horizontal velocity ............................. 7-7
Figure 7-4. A schematic demonstrating gravity’s influence on movement ..................................... 7-7
Figure 7-5. The anatomy of a running stride .................................................................................. 7-8
Figure 9-1. Mental readiness capabilities ....................................................................................... 9-2
Figure 9-2. Activation levels in different Soldiers performing the same task ................................. 9-5
Figure 13-1. Circle of health ......................................................................................................... 13-2
Tables
Table 2-1. Condensed holistic health and fitness sessions ........................................................... 2-5
Table 3-1. Physical components and occupational tasks .............................................................. 3-1
Table 3-2. Structural capabilities .................................................................................................... 3-1
Table 3-3. Movement skills ............................................................................................................. 3-2
Table 5-1. Training periods ............................................................................................................ 5-3
Table 5-2. Features of training periods by domains of readiness .................................................. 5-3
Table 6-1. Structural requirements ................................................................................................. 6-2 |
7-22 | 10 | Contents
Table 6-2. H2F drills ....................................................................................................................... 6-5
Table 6-3. Rating of perceived exertion and repetitions in reserve scales .................................... 6-6
Table 6-4. Training load as a percentage of one repetition maximum for strength training goals 6-7
Table 6-5. Endurance heart rate zones, fitness components, and levels of effort ........................ 6-8
Table 6-6. Target heart rates using maximal heart rate formulas.................................................. 6-8
Table 7-1. Integrating combat tasks into physical training and testing .......................................... 7-3
Table 7-2. Ruck marching training template .................................................................................. 7-4
Table 7-3. 20-week ruck marching progression ............................................................................ 7-5
Table 7-4. Running drills ................................................................................................................ 7-9
Table 8-1. Examples of pre-exercise meals .................................................................................. 8-8
Table 8-2. Recommended carbohydrate intake during exercise ................................................... 8-8
Table 8-3. Fluid recommendation before, during, and after exercise ............................................ 8-9
Table 8-4. Tips for maintaining fluid status .................................................................................. 8-15
Table 9-1. Concentration grid ........................................................................................................ 9-5
Table 9-2. Physiological changes associated with the stress response ........................................ 9-6
Table 9-3. The effects on task performance of increasing levels of stress as measured by heart
rate (bpm) ................................................................................................................... 9-7
Table 9-4. Sample SMART Goals ................................................................................................. 9-9
Table 9-5. Examples of productive self-talk ................................................................................... 9-9
Table 10-1. Sample spiritual readiness assessment factors ....................................................... 10-5
Table 11-1. Maximizing mission sleep ......................................................................................... 11-9
Table 11-2. Caffeine dose for optimal alertness ........................................................................ 11-11
Table 12-1. Category 1 severe reconditioning schedule template .............................................. 12-6
Table 12-2. Category 2 entry criteria ........................................................................................... 12-7
Table 12-3. Category 2 moderate lower body reconditioning schedule template ....................... 12-7
Table 12-4. Category 2 moderate upper body reconditioning schedule template ....................... 12-8
Table 12-5. Category 3 entry criteria ........................................................................................... 12-8
Table 12-6. Category 3 minimum profile restrictions ................................................................... 12-9
Table 12-7. Category 3 exit criteria .............................................................................................. 12-9
Table 12-8. P3T drills, exercises and schedule template .......................................................... 12-13
Table 12-9. Pregnancy and postpartum physical training exercises ......................................... 12-15
Table 12-10. P3T core curriculum sessions .............................................................................. 12-16
Table 13-1. Personal health inventory components .................................................................... 13-3
Table 14-1. Future Soldier Program schedule ............................................................................. 14-4
Table 14-2. OPAT improvement exercises .................................................................................. 14-7
Table 14-3. Abbreviations for physical readiness training ........................................................... 14-9
Table 14-4. Endurance activities ................................................................................................. 14-9
Table 14-5. Ability groups for physical readiness training ......................................................... 14-10
Table 14-6. BCT physical training schedule weeks 1-10 ........................................................... 14-10
Table 14-7. Fitness training unit ACFT improvement schedule................................................. 14-16
Table 14-8. FTU equipment requirements per 12 Soldiers for ACFT improvement training ..... 14-18 |
7-22 | 11 | Contents
Table 14-9. AIT physical training schedule (14 Weeks) ............................................................. 14-21
Table 14-10. OSUT physical training schedule (22 weeks) ....................................................... 14-27
Table 14-11. First unit of assignment new Soldier endurance schedule ................................... 14-37
Table 14-12. First unit of assignment new Soldier lower body power schedule ........................ 14-39
Table 14-13. First unit of assignment new Soldier hybrid schedule ........................................... 14-41
Table 14-14. Sustaining phase build 1 period ............................................................................ 14-43
Table 14-15. Sustaining phase build 2 period ............................................................................ 14-45
Table 14-16. Peak 1 schedule .................................................................................................... 14-47
Table 14-17. Peak 2 schedule .................................................................................................... 14-49
Table 14-18. Transition schedule ............................................................................................... 14-53
Table 14-19. Reserve Component schedule .............................................................................. 14-54
Table 14-20. Remotely located Soldier schedule ....................................................................... 14-56 |
7-22 | 13 | Preface
FM 7-22, Holistic Health and Fitness, establishes the Army’s doctrine for the readiness training of Soldiers.
It is a full revision and expansion on physical readiness training doctrine. FM 7-22 presents individualized
training and testing that builds peak performance in all Soldiers. It is the foundation of unit readiness. In an
era of multi-domain operations all Soldiers must be able to fight and win in both defensive and offensive
operations that occur without notice. The goal of the Holistic Health and Fitness (H2F) System is to build
physical lethality and mental toughness to win quickly and return home healthy. See ATP 7-22.01 for H2F
testing, and ATP 7-22.02 for H2F drills and exercises.
The principal audience for FM 7-22 is leaders at all organizational levels. All leaders are trainers. Leaders
include officers, warrant officers, noncommissioned officers, and those Department of the Army (DA)
Civilians in leadership positions. Trainers and educators throughout the Army will also use this publication.
Commanders, staffs, and subordinates ensure that their decisions and actions comply with applicable United
States, international and in some cases host-nation laws and regulations. Commanders at all levels ensure
that their Soldiers operate in accordance with the law of war and the rules of engagement. (See
FM 6-27/MCTP 11-10C.)
This FM is derived from DODD 1308.1 and DODI 1308.3. AR 350-1 directs the Army’s mandatory training
requirements. Commanders and staff will establish training programs consistent with AR 350-1 and FM 7-
22 and in consultation with their H2F teams and master fitness trainers (MFTs). Training that addresses both
the physical and nonphysical aspects of Soldier readiness is considered by senior Department of Defense
(DOD) leadership to be essential to mission success.
This publication comprises the strategic underpinning of the Army’s H2F System.
Terms included in the glossary are not codified Army terms. They are included only for clarity for the reader.
This publication is not a proponent for any Army doctrine terms.
For emphasis, the names of specific drills and exercises are title cased in this publication only.
This doctrine and the regulations that support it apply to the Active Army, the Army National Guard/Army
National Guard of the United States and the United States Army Reserve, unless otherwise stated.
The proponent for this publication is the United States Army Center for Initial Military Training
(USACIMT), Training and Doctrine Command (TRADOC). Submit comments and recommendations for
improvement of this field manual on DA Form 2028 (Recommended Changes to Publications and Blank
Forms). To contact USACIMT:
Commander, Center for Initial Military Training
ATTN: Director Research and Analysis
210 Dillon Circle
Fort Eustis, VA 23604 |
7-22 | 15 | Acknowledgements
The copyright owners listed here have granted permission to reproduce material from their works. The Source
Notes lists other sources of information.
Photos developed by the U.S. Army Center for Initial Military Training and produced at the Enterprise Media
Center in Fort Eustis, Virginia.
Running drills discussed in chapter 7 courtesy Dr. Nicholas Romanov and Severin Romanov, Pose Method,
Inc. Copyright © 2020 Pose Method Publishing, Inc.
Portions of chapter 8’s nutritional details with permission from Patricia A. Deuster, et al.’s The Special
Operations Forces Nutrition Guide. https://navyseals.com/wp-content/uploads/2012/12/special-operations-
nutrition-guide.pdf. |
7-22 | 17 | Introduction
This field manual fully revises the previous Army’s physical readiness training (known as PRT) doctrine.
The Holistic Health and Fitness (H2F) System directed by this doctrine is designed to address the readiness
of every Soldier. Performance readiness experts of the H2F System will assess each Soldier’s physical and
mental status and design programs to sustain or improve that Soldier’s ability to meet the demands of their
military occupational specialties (MOSs), duty assignments, and combat-specific tasks. This individualized
approach is sustained across the Soldier’s Army career. It represents a cultural shift from the industrial scale
approaches of the past where massed formations received the same training in a one-size-fits-all approach—
often with no equipment or expertise required to lead the training. It also represents a shift from expecting
individual Soldiers who often train remote from their units to independently develop and implement a
performance training program. The H2F System addresses those individual Soldiers’ needs, too. Figure
introduction-1 illustrates the H2F System.
Figure Introduction-1. The Holistic Health and Fitness System
This doctrine directs leaders and Soldiers to use unit-level experts, facilities, and equipment to develop the
physical and nonphysical components of Soldier readiness. This doctrine has evolved from the lessons
learned, Soldier feedback, and Soldier testing throughout a prolonged period of ground combat. Lessons
learned in that period are combined with the best performance and medical science to prepare Soldiers for a
wide range of threats in complex operational environments. The H2F System is an immersive, comprehensive
approach to readiness centered on brigade-owned H2F facilities and personnel.
In the initial phase of H2F, recruits and new Soldiers will train to perform the Occupational Physical
Assessment Test (OPAT) and prepare to conduct warrior tasks and battle drills (WTBD), high physical
demand tasks (HPDTs), and the Army Combat Fitness Test (ACFT). In the sustaining phase of H2F, Soldiers
will continue to build readiness. From their first units of assignment (FUAs) to separation from the Army,
they optimize and mitigate the rate of loss of physical and mental preparedness for any mission at any time. |
7-22 | 18 | Introduction
Using this doctrine, Soldiers will sustain high levels of foundational performance for extended periods. They
will know how to quickly develop peak physical performance along with the mental toughness required of
operational assignments. They will be ready to deliver collective overmatch in multi-domain operations, win
quickly, and return home healthy.
The H2F doctrine is divided into four parts: system, design, build, and deliver.
PART ONE: SYSTEM
The H2F System has five critical elements: governance, program, equipment and facilities, personnel, and
leadership education. These elements are distilled from careful doctrine, organization, training, materiel,
leadership and education, personnel, and facilities (known as DOTMLPF) analysis and research into past and
present H2F-related initiatives. Each element is critical to creating a system for Soldier readiness.
GOVERNANCE
In the H2F System, the governance element is defined as the command and control, regulations, policies,
evaluation and resourcing provided by DA H2F leadership. For the H2F System to work it must be
implemented properly. Governance at the senior leader levels ensures consistent adoption, application and
compliance.
H2F System governance includes an Army H2F steering committee, an Army H2F Capability Development
Integration Directorate, and an Army H2F Program Manager. These groups work with existing Army
organizations and industry, inform science and technology efforts, and integrate H2F programs and
initiatives.
Other key components of the governance element are surveillance and quality control, enabling leaders to
track program execution and program results to hold subordinate leaders and trainers accountable.
Governance allows the H2F System to be rapidly modified based on outcomes and lessons learned.
PROGRAM
The program element for the H2F System is the doctrinal description of how leaders will implement the H2F
System in their units. The program includes the five domains of physical readiness, nutritional readiness,
spiritual readiness, mental readiness, and sleep readiness. The doctrine provides the foundation for all Soldier
readiness programs. It is the standard to optimize Soldiers’ performance as they move about the Army and
the battlefield. The physical programming includes a much broader range of physical readiness training
modalities than has previously been described in doctrine. It includes programs such as Army Water Survival
Training, Running Skill, and Pregnancy and Postpartum Physical Training. The program also includes
nonphysical domains of readiness. Nutritional readiness emphasizes eating for performance in garrison and
operational settings. Spiritual readiness is contextualized for all Soldiers and their leaders against the Army’s
moral and ethical fabric without regard for specific religious beliefs or traditions. Mental readiness includes
techniques to improve cognitive thinking skills, emotional control, and interpersonal skills. Sleep readiness
directs Soldiers on the proper dosing and techniques for maintaining the health of their most important body
part—the brain.
PERSONNEL
The personnel element in the H2F System are those Soldiers, government service and contracted performance
experts who are assigned to brigade-sized units. They have been validated by the Army as experts in H2F
programs and know how to synchronize each domain to optimize Soldier readiness. These personnel form
the commander’s H2F performance team—a team dedicated to performance readiness. They include
individuals such as physical therapists, registered dietitians, occupational therapists, and strength and
conditioning specialist and athletic trainers. These highly qualified experts work with the brigade chain of
command, unit-level H2F trainers, master fitness trainer (MFT) instructors, and ACFT graders, as well as
unit medical and installation personnel to develop and coordinate performance readiness. |
7-22 | 19 | Introduction
EQUIPMENT AND FACILITIES
The equipment and facilities element in the H2F System refers to the world-class, standardized training
equipment and facilities organic to the unit. The facility, known as the Soldier Performance Readiness Center
(SPRC), houses the unit’s H2F personnel in a space open all day on a schedule that accommodates the unit’s
physical and nonphysical training, readiness education, and performance coaching. The SPRC keeps Soldiers
focused and motivated to build their personal readiness in a setting in which they can safely progress
alongside all members of their unit—including new Soldiers and those who are pregnant, deconditioned, ill,
or injured. The SPRC provides a supportive individually-focused environment where comprehensive,
integrated, and immersive physical and nonphysical programming is delivered. In locations in which a unit
has not contracted or adopted a SPRC, leaders will adapt existing facilities and other programming modalities
to meet the intent of the command.
LEADER EDUCATION
The fifth H2F element, leader education, describes H2F education that Soldiers receive across their career.
Soldiers and their leaders must understand the foundations, standards, and rationale for the H2F System and
requisite resources. Leaders must understand their roles as trainers, resource providers, role models, and
coaches. These roles depend on their grade and assignment. Their professional military education must
contain more than a casual understanding of this doctrine. Leaders must fully understand all H2F topics to
include the physiological and psychological foundations of the H2F programs in their units. Command teams
and their Soldiers must know and understand the tasks, conditions, and standards described in this doctrine
and how to develop and execute periodized programs on the training field and in the SPRC. Leader
education—delivered through professional military education (known as PME), cadre and pre-command
courses—self-development settings, and civilian education programs will be contextualized for rank and
mission.
PART TWO: DESIGN
Part Two explains the scientific basis of Soldier performance and how the H2F training program is designed.
Soldier physiology, periodization, and program design approaches describe the “why” of H2F—the basic
science and rationale behind the program. This foundational information helps leaders understand how to
build health and fitness programs for individual Soldiers and collective unit readiness and deployability.
PART THREE: BUILD
The Army builds Soldier H2F performance in two phases using the programs described in this doctrine:
initial phase and sustaining phase. Both phases prepare Soldiers for a lifetime of optimized health and fitness.
As a Soldier’s understanding of his or her potential matures, the H2F System will consistently build the most
effective training to leverage his or her best performance.
INITIAL PHASE
The initial phase lasts from accession to FUA and builds foundational and fundamental skills. Most of these
skills will be acquired in the time between recruiting station and the completion of initial military training
(IMT). Recruiters administer the OPAT to certify that a recruit is ready for the rigors of training. Physical
and nonphysical training prior to IMT is conducted by the individual recruit in the Future Soldier Program
(FSP), guided by information in this doctrine. OPAT competencies are progressed and further validated
during IMT with HPDT assessments and the ACFT. Training in IMT is conducted mostly in collective
settings with relatively limited access to individualized H2F programming when compared to sustaining
phase training.
SUSTAINING PHASE
Sustaining phase prepares Soldiers for mastery of the physical and nonphysical attributes of their
occupational tasks, duty positions, and combat. Individualized programming is the norm in the sustaining
phase. Each brigade is the center of gravity for the H2F System. For Reserve and National Guard Soldiers, |
7-22 | 20 | Introduction
regional H2Fperformance team members develop and implement H2F training across the states or within
each state. For remotely-located Soldiers, H2F programming is available through other modalities, including
novel future platforms—such as mobile applications and health and fitness information websites and
videos—that tailor programs to a remotely located Soldier’s resources and his or her readiness goals.
PART FOUR: DELIVER
Part Four provides examples of schedules and content of the H2F programs that leaders can use to help
develop unit physical and nonphysical readiness training. |
7-22 | 21 | PART ONE
System
The Holistic Health and Fitness (H2F) System is the organizational structure required
to implement H2F doctrine across the Army to optimize Soldier lethality.
Chapter 1
Principles and Elements
The H2F System is comprised of five critical elements: governance, program,
equipment and facilities, personnel, and leader education. These elements are essential
to the future success of Army readiness. They ensure and sustain Soldier readiness.
These elements are driven by three governing principles: optimization,
individualization, and immersion. This chapter discusses the principles and elements
of the H2F System.
PRINCIPLES
1-1. The H2F System formalizes the way the Army trains, develops, and cares for Soldiers. This shift marks
a change that will continue to evolve over the next twenty to thirty years. The H2F System builds both the
underlying capability and capacity within the Soldier. Similar to professional athletes, Soldiers will optimize
their individual performance potential and well-being by becoming stronger, faster, and more ready in both
the physical and nonphysical domains. Stronger individuals ultimately produce stronger teams.
1-2. It integrates the domains of H2F into tactics, techniques, and procedures that represent a cultural shift
from a focus on physical readiness to an expanded readiness paradigm that includes how Soldiers think, feel,
and interact with their environment. An understanding of the Soldier has always been essential in the history
of warfare. This doctrine describes the system of training and testing that prepares the Soldier for 21st century
warfare. The H2F System directs the training of the whole Soldier—the body and the brain—using the most
modern and best methods. This doctrine explains the “how” and the “why” of the Army’s approach to
developing Soldier readiness—the foundation of every unit’s ability to deliver overmatch on the battlefield.
It combines the sciences of health and fitness with the art of coaching and mentoring for individual program
development, goal setting, motivation, and team building—the capabilities that provide the basis for
collective proficiency.
1-3. Commanders and other leaders ensure adherence to H2F doctrine through unit training plans and the
priorities and execution of collective training to maximize the operational readiness of the unit. The principles
that drive the H2F System are optimization, individualization, and immersion.
OPTIMIZATION
1-4. Optimization of the training program leads to the most rapid improvement in foundational Soldier
readiness in the initial phase and the building of high levels operational readiness in the sustaining phase. |
7-22 | 22 | Chapter 1
Throughout a Soldier’s career, optimal programming has the secondary effect of preventing degradation in
performance and behavior that might negatively impact readiness.
1-5. H2F doctrine recognizes that Soldier readiness depends on the proper combinations of physical fitness
(such as strength, speed, and endurance) and foundational health (such as the cardiovascular, respiratory,
immune, and hormonal systems) that are optimized through careful attention to nutritional readiness, mental
readiness, spiritual readiness, and sleep readiness. Nutrition—the food, beverages, and supplements in a
Soldier’s diet—provides the nutrients needed to meet the physical demands of training and combat. Soldiers
must also maintain mental readiness—the exceptional mental flexibility and endurance, outstanding self-
initiative and superior judgment required in combat. Spiritual readiness supports individual and collective
readiness as Soldiers negotiate challenging moral and ethical situations in training or operational
environments. Finally, proper sleep sustains brain function, cognition (thought processing), the immune
system, and recovery after physical activity.
INDIVIDUALIZATION
1-6. For most of its history, the Army has used an industrial-scale approach to physically train its
formations. The optimal physical fitness of the individual was constrained by the need to raise the fitness of
the whole. H2F doctrine shifts the focus to individualized training programs with continuance of training in
a collective setting. From 2020, the Army will train the whole of each individual Soldier to ensure the
readiness of the Army. The H2F System supports that approach with expert H2F performance teams,
equipment, and facilities. It uses the best exercise science and best coaching practices to assess each Soldier
and customize to his or her needs. Each Soldier, regardless of physical condition, has his or her own program.
A periodized, purposeful physical training program implemented across the enterprise allows Soldiers to
move from one duty station to another without interruption in their readiness training progression.
1-7. Training schedule development for individual Soldiers and units is a complex process. Several
variables impact the ability to apply one training schedule across all of the Army. These variables include
how units fill, the length of the training cycle, time until deployment, cadre-to-Soldier ratios, shift work,
availability of H2F personnel, equipment and facilities, military occupational specialty (MOS)-specific
training, and environmental (austere, hot, cold, and seasonal) considerations. The H2F System will provide
the best training approaches to accommodate these variables and implement rational, optimized programs.
IMMERSION
1-8. Immersive programming owned by and delivered in the unit builds cohesion, ésprit de corps, and trust.
Within a standardized system (where unit readiness resources and outcomes are similar across the enterprise),
different unit needs drive variations in the training program to meet the demands of resource constraints,
organizational changes, and new mission sets. H2F doctrine links physical and mental training domains, and
does so in a system staffed and equipped at levels equivalent to those found in elite performance settings.
The facilities, equipment, personnel, and leader education elements described in this doctrine make the
performance readiness training experience an immersive one. Immersive training makes the best choice the
only choice. It provides the most comprehensive pathway to optimize lethality and ensure overmatch in multi-
domain operations.
ELEMENTS
1-9. The H2F System is comprised of five critical elements: governance, program, equipment and facilities,
personnel and leader education. These elements are essential to the success of Army readiness. They ensure
and sustain Soldier readiness. See figure 1-1.
GOVERNANCE
1-10. The Army’s strategic leaders are responsible for the readiness of the Army and the overall governance
of the H2F System. Strategic leaders establish the policies and regulations, define objectives, allocate
resources, and implement quality controls to deliver performance readiness. This is the governance process. |
7-22 | 23 | Principles and Elements
1-11. The H2F System aligns and integrates numerous health and fitness programs in the Army under a
single governance structure. The governance process ensures efficient and effective H2F programming,
provides the necessary emphasis and support to secure resources, and prioritizes effort based on strategic
objectives. All performance optimization efforts coalesce under the single governance of the H2F System to
integrate evidence-based approaches for optimized performance readiness.
Figure 1-1. The elements of the Holistic Health and Fitness System
1-12. When properly designed, governed, and adopted, the H2F System creates a performance readiness
platform that prevents physical and nonphysical stress from overwhelming the Soldier. The most important
component of the governance process is compliance. Leaders at all levels must comply with policy,
regulation, doctrine, and intent of H2F to enable Soldiers to reach the goal of H2F: optimized performance.
1-13. Volatility in programming, disparate approaches, and deviations from the standard become evident in
units very early in training cycles. In the H2F System, high performing units are encouraged to share their
best practices. The Army’s H2F leadership, Centers of Excellence, and H2F schoolhouse will disseminate
the training doctrine across the enterprise and professional military education. This approach will reduce the
unpredictability in readiness training that Soldiers currently experience as they move among units and across
operational environments.
1-14. The ability to provide oversight and support, collect and disseminate best practices, develop funding
requests, and conduct assessments depends upon the H2F personnel in the unit and their unit leadership.
However, without command authority, no accountability exists to assess and reset H2F initiatives,
effectiveness, or redundancy. This Army’s H2F special staff provides strategic leadership and future direction
for H2F doctrine, policy, personnel training, and development.
1-15. The United States Army Center for Initial Military Training (USACIMT) is the Army lead for Holistic
Health and Fitness. USACIMT’s H2F Directorate is responsible for doctrine and training development. The |
7-22 | 24 | Chapter 1
H2F Directorate coordinates H2F personnel, equipment, facilities, and services contracts. The H2F
Directorate collects and analyzes data relating to H2F operations across all locations and with all supported
elements. USACIMT develops and promulgates lessons learned and best practices as well as provides
technical expertise and quality control for the H2F System.
1-16. Governance includes providing program standards, surveillance, analysis, research and evaluation of
the H2F System. This is a critical priority. It informs leaders on the status of the force as well as readiness of
the Army. Effective assessment and analysis of the system outcomes prevents the diversion of resources and
energy into ineffective programming that does not support the continuous progress of a Soldier’s readiness
from unit to unit, installation to installation, across his or her Army career.
STANDARDS
1-17. As described in Army and Department of Defense (DOD) regulations, commanders and other leaders
are responsible for training to regulatory and doctrinal standards. They execute the planned training described
in this doctrine. Standards remain constant as performance levels increase, but the conditions become more
demanding.
SURVEILLANCE
1-18. The H2F surveillance system aims to develop tangible, results-oriented, actionable information
designed to answer the commander’s critical information requirements: “What forces do I have, what is my
surge capability, what is my risk if I reallocate force, what is the readiness of my force, and do all my
subordinate commands have the same readiness picture?”
BIOMETRIC DATA
1-19. Centralized collection and analysis of data from wearable technology, H2F personnel observation, and
Soldier inputs or surveys allows coaches and mentors to set training goals, develop training programs, track
the effects of training, and adjust training to improve performance. Examples of H2F biometric data points
include sleep efficiency and duration, foot time, training intensity and duration, exercise heart rate, and power
output.
SURVEY DATA
1-20. Survey data focus on the individual Soldier’s health and fitness outcomes to direct changes to improve
his or her deployability. Surveys conducted by H2F performance experts and Soldier self-reports identify the
early onset of physical and psychological dysfunction.
INSPECTION DATA
1-21. Staff assistance visits and unit inspections give commanders real-time knowledge of the unit’s program
and readiness status. See AR 1-201 for details on inspections.
RESEARCH AND ANALYSIS
1-22. Analysis informs decisions about changes to individual Soldier and collective programming. Regularly
conducted, empirical research and analysis allows for immediate adjustments to training cycles. These data
permit adjustments to training and testing standards as well as development of unbiased health and fitness
recommendations to improve readiness.
PROGRAM
+1-23. FM 7-22 is the overarching program for the H2F System—the authoritative doctrine for the way the
Army conducts physical and nonphysical readiness training for individual Soldiers and units. This four-part
doctrinal publication and its two Army techniques publications describe how to design, build, deliver, and
test the individual Soldier and unit H2F program. It explains the basics of human anatomy and performance
physiology that are the foundation for program design. It includes detailed guidance on nutritional and sleep |
7-22 | 25 | Principles and Elements
strategies for all Soldiers in garrison and deployed settings. Sleep and nutrition are critical in the performance
of physical and mental tasks. Special programs are included for water survival training, running skills, free
weight training, and pregnancy and postpartum training. Mental readiness is addressed through training on
cognitive, emotional, and interpersonal skills. Spiritual readiness addresses the development of qualities
derived from a person’s worldview—religious, philosophical, or human values—needed to endure times of
stress, hardship, and tragedy.
1-24. The H2F System uses deliberate and purposeful training to build Soldier performance. Deliberate
training uses proven methods and standards. Purposeful training uses the proper training volume, intensity,
and frequency while targeting goals based on Soldier-specific tasks. Soldier training is never static. Soldiers
benefit from positively revising their training approach and finding the best strategy to improve performance.
The H2F System will provide a strength and conditioning specialist to ensure Soldiers conduct purposeful
training sessions in support of rational longer-term goals. This adherence to a professionally-designed and
supervised training program will facilitate compliance and rapid progress during the initial phase of training,
and more incremental gains in the sustaining phase. The sustaining phase is the vast majority of the Soldier’s
career span.
1-25. Because of H2F, Soldiers tend to make better readiness choices when training and garrison life reflect
an environment that makes proper behavior and decision making the most likely choice. The program is
immersive; it does not depend upon appointments away from the unit or online, nor on self-management
training systems. It does not pull Soldiers away from their work environment nor push them to complete
training elsewhere. The architecture in the unit—both the fixed facility architecture and the framework of
training concepts—supports choices that support H2F goals. It is a face-to-face daily program of instruction
conducted by the primary H2F personnel. Individual weaknesses are addressed in real time by a professional
team of unit-owned personnel in a unit-owned facility. Unit leaders, who also have their own individual H2F
programs, understand the tenets of the system and are accountable for their unit’s results.
1-26. The doctrine includes training templates to cover a variety of conditions and constraints. This doctrine
recognizes that Soldiers and units in remote locations may not have the full complement of H2F trainers,
facilities, and equipment. Templates provide examples to speed execution of and compliance with the H2F
approach anywhere in the world. They provide a foundation to address the programming needs of the unit.
See Part Four beginning on page 13-1 for templates for training programs such as initial entry training, first
unit of assignment (FUA), and pre-deployment periods.
1-27. Basic combat training templates incorporate progressive resistance and strength training for the Army
Combat Fitness Test (ACFT). Seven-day schedules include active recovery, strength, endurance and speed
training sessions conducted in the Army physical fitness uniform (known as APFU) and Army combat
uniform (ACU). In the 10-week block of basic combat training, the ability to complete several different
periods of training is limited and maximal performance potential will have to be realized in the sustaining
phase.
PERSONNEL
1-28. Personnel in the H2F System are located in units across the Army—all Components, all geographic
regions.
1-29. The H2F School is a future capability that will optimize existing competencies within the U.S. Army
Physical Fitness School with emergent H2F capabilities to become the Army’s premier teaching facility for
performance readiness. The H2F School will be staffed with Regular Army and Army civilian instructors
who are qualified to train and certify unit-level H2F personnel in Army-specific requirements. For
professionally-credentialed personnel, H2F instructors will conduct resident courses as well as installation-
based courses across the Army via mobile training teams. Sister schools in the One Army School System
(known as OASS) will provide trained H2F personnel to National Guard and Reserve Soldiers. At a
minimum, graduates from the H2F School will receive the H2F additional skill identifier (known as ASI).
As the H2F System matures and the skills needed for H2F trainers expand, noncommissioned officers
(NCOs) will be selected for MOS training at the H2F School. |
7-22 | 26 | Chapter 1
1-30. The H2F Performance Team Program Director serves as special staff to the brigade commander. The
H2F performance team is owned by the unit. H2F performance team leaders have backgrounds and
occupational specialties in exercise and rehabilitation sciences. They serve in operational units and in United
States Training and Doctrine Command (TRADOC) units at the Army’s training centers.
1-31. H2F performance teams will advise their commanders on performance readiness issues to integrate
H2F in mission planning and personnel decisions. Serving as special staff to the commander, these advisors,
educators, and training leaders ensure that standardized H2F programming is implemented. H2F leaders will
possess the knowledge to provide feedback on preventable H2F threats to the Soldier readiness mission. They
lead the implementation of the appropriate countermeasures through Soldier training and education in
coordination with other members of the H2F performance team and unit leadership.
1-32. The H2F performance team of experts and administrators designs, builds, delivers and tests the unit’s
H2F program. With command support, the H2F performance team and Soldier Performance Readiness
Center (SPRC) promote an optimal readiness mindset—a culture of readiness that flows from meticulous
attention to detail and compliance with the H2F program. H2F permeates every military operation no matter
what size and scale. For example, H2F occupational and physical therapists move with their command teams
circulating during combat training center rotations to eliminate medical evacuations from field training
exercises (FTXs). In a special operations unit in Afghanistan, a quick reaction team’s physical therapist and
performance psychologist move out to a mountain team coming off a tough mission. Their presence
demonstrates that the unit cares about the team. The team rules out the need to evacuate, reviews
reconditioning and recovery exercises, checks exercise equipment, and reassures Soldiers about minor aches.
This biological, psychological, and sociological approach facilitates the healing process and a quick return
to the fight. Soldier lethality is sustained by the deployed H2F performance team.
1-33. The H2F performance team assigned to a brigade-sized element generally consists of the personnel
specialties described below and outlined in figure 1-2:
* The H2F Program Director advises commanders on performance readiness issues and integrates
H2F into mission planning and personnel decisions.
* The H2F Facility Manager maintains functionality and readiness of the unit’s SPRC facility.
* The Nutrition Programs section coordinates nutrition education and training programs, providing
individual and group performance nutrition counseling and education to enhance the combat
performance of Soldiers in training and missions.
* The injury control section consists of physical therapists and athletic trainers:
The physical therapy team provides a full range of professional injury screening, evaluation,
diagnosis, and treatment in close proximity to where Soldiers train.
Athletic trainers provide evaluation, diagnosis, and treatment of acute musculoskeletal
conditions before, during, and after physical readiness training.
* The Physical Training Programs section consists of physical strength and conditioning specialist
who develop, coordinate, execute, and manage individualized strength and conditioning programs
focused on unit mission and individual Soldier tasks.
* The Cognitive Enhancement Programs section includes occupational therapists and a cognitive
enhancement specialist:
Occupational therapists focus on improving cognitive performance skills, mental and
emotional skills, and interpersonal skills to optimize individual, team and unit cohesion and
performance.
The cognitive enhancement specialist manages and provides cognitive enhancement
education and tailored training programs for individuals and teams by operationalizing
resilience core competencies and addressing mental barriers to physical performance.
1-34. In addition to H2F performance team, the brigade has the following resources assigned to augment
H2F programming:
* Brigade unit ministry team (UMT):
Chaplain.
Religious affairs specialist. |
7-22 | 27 | Principles and Elements
* Brigade surgeon’s office:
Brigade surgeon.
Brigade physical therapist.
Embedded behavioral health expert.
* Brigade logistics staff officer (S-4) food service advisor.
1-35. Additional H2F personnel reside below brigade level as indicated:
* Battalion UMT.
Chaplain.
Religious affairs specialist.
* Battalion physician assistant.
* Battalion medics
* Four master fitness trainer (MFT) instructors (E-6 and E-7) per battalion support physical training.
* 40 H2F master trainers (E-5 and E-6) per battalion (8 per company).
Figure 1-2. H2F performance team structure—tier 1 brigade |
7-22 | 28 | Chapter 1
1-36. Training brigade H2F performance teams are responsible for educating Soldiers about physical
readiness, nutritional readiness, mental readiness, spiritual readiness, and sleep readiness as well as the
importance of these domains in building and maintaining Soldier readiness. It is during initial entry training
that Soldiers receive the fundamentals for establishing and maintaining their personal H2F.
1-37. Army Reserve and National Guard H2F personnel are controlled and supported by their headquarters
or the state where they work. They are certified in the same One Army School System as their Regular Army
colleagues. Once certified, these Soldiers work full-time in their unit or state providing H2F training either
to a pre-determined number of Soldiers within a geographical area (city, county, region, or district) or to
Soldiers attending training at a reserve training center, armory, regional training institute or professional
education center, or SPRC equivalent.
1-38. Like their Regular Army Soldiers, Army Reserve and National Guard H2F master trainers have civilian
or Army certification or licensure in the exercise sciences. They have prior experience in military and
collegiate performance settings. When daily individual and collective training is not feasible, Army Reserve
and National Guard H2F trainers use face-to-face assessments and needs analyses to develop individual
programs they can conduct remotely. Follow-up appointments and small group training sessions,
complemented by online performance platforms for remote and deployed Soldiers are used to build and
deliver Army Reserve and National Guard Soldier readiness. H2F trainer instructors mentor, test, monitor,
and report compliance of Army Reserve and National Guard Soldiers. In partnership with recruiters, they
prepare National Guard recruits for the Occupational Physical Assessment Test (OPAT) and Future Soldier
Program (FSP).
1-39. The manning solutions for Army Reserve and National Guard depend upon the state and unit size and
the geographic distribution of Soldiers. In a typical scenario, the state’s H2F performance team consists of—
* One H2F State Coordinator (physical therapist, strength and conditioning specialist, certified
mental performance consultant, general schedule [GS]-13 or contractor ) with the following
credentials:
Graduate degree in health professions (administration or treatment) or exercises sciences.
Certification as H2F master trainer instructor by and instructed previously in H2F School.
Management of state H2F performance team.
Coordination of physical and nonphysical programming with partner institutions (Military
Entrance Processing Command [known as MEPCOM], United States Army Recruiting
Command [USAREC], colleges and universities, commercial partners, Veterans
Administration, and nongovernmental organizations).
* Six H2F master trainers (strength and conditioning specialist, sergeant first class [SFC], GS-11,
or contractor) with the following credentials:
Bachelor’s degree in exercise science.
Completed coursework in sport or performance psychology.
Strength and conditioning specialist.
Certification in cardiopulmonary resuscitation (known as CPR) and automatic electronic
defibrillator (known as AED).
Certification H2F master trainer by H2F School.
* 1 Registered Dietitian (GS-12 or contractor) with the following credentials:
Coordination of nutrition services.
Army Body Composition Program (ABCP) trainer and subject matter expert for the state.
Master’s degree in nutrition.
Board certified specialist in sports dietetics (known as CSSD).
EQUIPMENT AND FACILITIES
1-40. Equipment and facilities are essential to the success of the H2F System. H2F programming is delivered
via the SPRC. The Army standard for a brigade-sized unit is a 40,000 square foot SPRC. The SPRC serves |
7-22 | 29 | Principles and Elements
as the unit-owned, fixed facility hub that delivers a comprehensive, immersive training experience for the
individual Soldier. See figure 1-3 for a prototype of the Performance Readiness Center.
Figure 1-3. Prototype brigade-sized Soldier Performance Readiness Center
1-41. The SPRC houses the offices and treatment, teaching, and counseling spaces for the H2F performance
team. It is open on a schedule that accommodates the unit’s H2F training and workplace needs. Company-
or platoon-sized units rotate into the building several times per week to receive H2F education, individual
programming, specialized training and coaching from H2F performance team members.
1-42. The SPRC’s outdoor training areas include an obstacle course, ACFT testing lanes and track, terrain
running course, sheltered strength training racks, containerized strength equipment, physical training fields,
and climbing pods. In an ideal H2F community of practice, this life support area includes medical treatment,
barracks, Army and Air Force Exchange Service (known as AAFES) and morale, welfare, and recreation
(known as MWR) facilities that comply with the H2F approach to optimizing readiness. They create
environments of exclusively healthy choices. See figures 1-4 and 1-5 on page 1-10 for illustrations of training
areas. |
7-22 | 30 | Chapter 1
Figure 1-4. Sample terrain run and obstacle course
Figure 1-5. Schematic of an outdoor strength training area |
7-22 | 31 | Principles and Elements
LEADER EDUCATION
1-43. Leader investment is essential to promote, train, prioritize, and improve the readiness of Soldiers and
units. Leaders drive cultural change by providing the resources for that change. The success or failure of the
H2F System depends upon the quality of its leadership. Leadership is the process of influencing Soldiers by
providing purpose, direction, and motivation. Unit leaders are responsible for the success of the H2F System
and are accountable for their unit’s results. They have to be highly aware of how the H2F System works,
which requires much more than scheduling and supervising the training. New knowledge acquisition is
required by leaders at all levels of the Army. H2F encompasses knowledge domains that are not typically
owned by one expert. However, because these domains impact the success of the Soldier in the garrison and
on the battlefield, Army leaders must understand these domains.
1-44. The goal of H2F leadership education is to prepare leaders to communicate, understand, establish, and
support H2F within their organizations. Leaders must understand their organizational role from supervising
to training to resourcing. Whether in command or not, Army leaders possess the knowledge of best practices.
The result of this leader education is improved compliance with H2F programming, a reduction in the
disparity of readiness programming, and a marshalling of resources. There will be a reduction in the
likelihood and severity of physical and psychological injury or disease. These outcomes occur when leaders
understand the value and utility of the H2F System.
1-45. The leadership education element of the H2F System builds awareness and sustains mastery so that
leaders can set the example of optimal readiness across the physical and nonphysical domains. When leaders
extend themselves completely in strenuous training, Soldiers more often follow their example. When Soldiers
feel their chain of command believes in H2F to the extent that the chain of command regularly engages in
the activities, Soldiers are motivated to greater effort. The unprepared, hesitant leader loses the confidence
and trust of Soldiers almost immediately. The well-prepared, confident leader gains the respect and
cooperation of all Soldiers at the outset and builds greater ésprit de corps.
INSTITUTIONAL TRAINING DOMAIN
1-46. The Army’s institutional training domain includes Army training centers, functional schools, and
professional military education. This domain includes the centers of excellence and schools in TRADOC.
H2F instruction is embedded in institutional training and other leader development schools. Examples might
include—
* Basic combat training (BCT): training for Soldiers to learn to fully cooperate with their leaders
and fellow Soldiers. Orderly movement of Soldiers requires a precise and unified effort. A Soldier
learns that a team works smoothly when every Soldier does his and her part. Each Soldier learns
to respond to commands and learns what fellow Soldiers must do. This teamwork is established
through the medium of drills. Drills teach Soldiers where to place their feet and arms during
exercises, how to march, and how to handle a weapon. Over the course of BCT, Soldiers find pride
in their teams’ unified response to command.
* United States Army Medical Center of Excellence contextualized training for enlisted Soldiers
and officers in medical professional military education and MOS-specialty coursework to enable
better, rapid H2F support to the units they serve. Examples include H2F master trainer certification
for occupational therapists, behavioral health providers, physical therapists, and physical therapy
specialists.
* United States Military Academy: H2F master trainer certification as course requirement prior to
commissioning.
* Reserve Officer Training Corps: H2F master trainer certification as a course requirement prior to
commissioning.
* Uniformed Services University of the Health Sciences: applied human performance optimization
courses for medical providers in the Army’s medical system.
* Integration into officer initial military training (IMT) and professional military education to
develop leader H2F skills at each echelon. |
7-22 | 32 | Chapter 1
OPERATIONAL TRAINING DOMAIN
1-47. The Army’s operational training domain is the training that units perform while at home station, at
maneuver combat training centers, during joint exercises, at mobilization centers, and while operationally
deployed. In preparation for managing these operational training situations, H2F leader education occurs in
unit professional development classes. Examples include the following:
* NCO basic, advanced, and senior leader courses.
* Squad-level H2F leader course taught by a battalion’s H2F performance team.
* Phase II of the H2F master trainer certification course.
SELF-DEVELOPMENT TRAINING DOMAIN
1-48. The Army’s self-development training domain is the planned and deliberate learning that reinforces
and expands the individual Soldier’s H2F knowledge. It complements institutional and operational training
and enhances understanding of the H2F System’s principles and best practices. Examples include:
* Distributed learning (Phase I of the H2F master trainer course)
* Civilian and commercial certifications.
* College-level classes in exercise and sports sciences and human performance optimization.
Holistic Health and Fitness System
Holistic health and fitness (H2F) is the Army’s Soldier readiness system for physical
and nonphysical training. The Army enables it with the five enduring elements of
governance, program, personnel, equipment and facilities, and leadership education.
The H2F program must meet the commander’s training goals to develop and maintain
a high level of readiness appropriate to the unit’s mission-essential task list, individual
Soldier duty positions, and challenges of multi-domain operations. |
7-22 | 33 | Chapter 2
Phases
The Army builds H2F training and testing across a Soldier’s career span in two phases:
initial and sustaining. The training is based on an assessment of the needs of the Soldier
and the unit. The testing validates that training has met the readiness needs of the
Soldier and by extension his or her unit. This part of the doctrine discusses the two
phases of the H2F System.
INITIAL PHASE
2-1. Initial phase training builds foundational and fundamental skill in Soldiering tasks: shoot, move
communicate, survive and protect or treat. Within these tasks are physical and mental skills that Soldiers
must acquire before the completion of IMT. Training prior to IMT is driven by the individual recruit in the
FSP guided by information in this doctrine and the recruiter. Drill sergeants and their fellow cadre (who
include H2F performance team members) conduct training in IMT in large, collective formations using H2F
facilities and equipment.
2-2. Initial phase training includes the FSP, BCT, advanced individual training (AIT), one station unit
training (OSUT), Warrant Officer Candidate School (known as WOCS), Warrant Officer Basic Course
(known as WOBC), basic officer leader courses, and the time spent acclimating to the FUA. Due to the
varying lengths of these IMT programs, some Soldiers who finish sooner may stay in the initial phase after
moving to their FUA until they are physiologically ready to move to sustaining phase activities. By the time
Soldiers have completed six months of IMT, they are ready to move to the sustaining phase. H2F performance
teams provide individual training and testing for those Soldiers who need more time to adapt.
2-3. If a Soldier reaches the sustaining phase standards during AIT or OSUT, he or she can begin sustaining
phase training. Progression to sustaining phase activity should not be an automatic expectation. Soldiers will
arrive at their FUA medically ready, physically fit, disciplined, and lethal with their weapons. The variety of
time spent in IMT means that some Soldiers’ physiological preparedness may not be at the same level as
others. As discussed in Chapter 12, new Soldiers may have to modify training until they can safely join
sustaining phase training.
2-4. Initial phase training is much more prescriptive than sustaining phase training for these important
reasons:
* Untrained and deconditioned individuals must adhere to a training program that mitigates the
relatively high risk of injury.
* Initial phase Soldiers must learn the standard movements required for Soldiering.
* Prescriptive, collective training is most feasible when there is a high trainee-to-cadre ratio.
* Shared training experiences instill cohesion and improve the Soldierization process.
FUTURE SOLDIER PROGRAM
2-5. The FSP prepares individuals for the OPAT and the rigors of IMT. Detailed information for
commanders in charge of preparing individuals and recruits for the physical demands of IMT is found in Part
Four. |
7-22 | 34 | Chapter 2
BASIC COMBAT TRAINING
2-6. The 10-week H2F program for BCT provides foundational readiness and fundamental physical and
mental skills. New Soldiers report to BCT with various levels of potential. The first weeks of training focus
on general progression of physical readiness. To minimize the risk of injury, Soldiers must perform exercises
correctly, precisely, and with gradually increasing intensity. To imprint the motor skills required for
fundamental physical demand tasks, Soldiers repeat the exercises and drills, like the common Soldier tasks,
as frequently and with as much attention to detail as possible. The schedules in this doctrine, when executed
to standard, provide the proper training intensity and volume to improve training and testing outcomes and
control attrition.
2-7. H2F performance team in BCT includes physical therapists, registered dietitians, athletic trainers,
strength and conditioning specialists, and H2F master trainers. The H2F performance team can train large
formations using this doctrine and can evaluate Soldiers who fall below BCT and H2F goals. The H2F
performance team gives Soldiers conditioning programs that improve their performance. Conditioning
accounts for adaptive physiological changes that take longer than ten weeks. Soldiers who require longer
than this to meet Army standards to progress to AIT will move to the fitness training unit (FTU).
2-8. H2F physical training for BCT incorporates the following:
* Weight training.
* Seven-day schedules to include active recovery sessions to maximize response to training.
* Strength, endurance and sprint training ability groups.
* Sessions conducted in the ACU.
* Running skill training.
* Soft-tissue and joint mobilization techniques for recovery.
* The ACFT.
2-9. The nonphysical domains of H2F:
* Nutritional readiness.
* Mental readiness.
* Spiritual readiness.
* Sleep readiness.
ADVANCED INDIVIDUAL TRAINING
2-10. AIT focuses on technical and MOS-oriented subjects. Therefore, H2F training should prepare these
Soldiers to meet the physical and nonphysical requirements of their FUA. H2F performance teams continue
to conduct initial phase training until Soldiers meet Army standards before transitioning to sustaining phase
activities. A 14-week AIT schedule is included in Part Four beginning on page 14-21.
ONE STATION UNIT TRAINING
2-11. OSUT follows similar progression as BCT for the first 10 weeks and then continues initial phase
activities until Soldiers have met the Army’s standards for sustaining phase. Sustaining phase activities are
more complex and prepare Soldiers to perform the requirements of their MOS assignments and multiple
domain operations. MOSs with 22-week OSUT will be programmed by the H2F performance team in those
schools. A 22-week OSUT schedule is included in Part Four beginning on page 14-27.
FIRST UNIT OF ASSIGNMENT
2-12. After completing IMT, Soldiers arrive at their first unit within a few days or weeks. The break between
departure from IMT and arrival at the first unit may cause Soldiers’ readiness to degrade. Significant losses
in strength, endurance, and mobility occur after 14 days of little or no training. The degradation is more
significant in newly trained Soldiers who do not already have high levels of physical readiness. IMT leaders
and H2F performance teams understand this and encourage and motivate Soldiers to accept responsibility to
maintain their own readiness. H2F performance team members and unit leaders at the Soldiers’ first |
7-22 | 35 | Phases
assignment are also aware of this. They design and organize conditioning programs that expedite the new
Soldiers’ acclimatization to the unit and movement into sustaining phase training. These programs may last
from a few days to several weeks.
SUSTAINING PHASE
2-13. Sustaining phase H2F training builds upon the foundation established in initial phase. The sustaining
phase creates mastery of the physical and mental attributes of occupational and combat tasks. Developing
individualized programs for Soldiers will be the norm in sustaining phase. This is possible in sustaining phase
because each unit or installation will have the requisite H2F System. For National Guard and remotely located
Soldiers, regional H2F performance team members within each state (available as consultants to individuals
and units) develop and implement H2F training. Equipment and facility support will be through unit facilities
and other training venues.
WARRANT OFFICER CANDIDATE SCHOOL
2-14. H2F training and testing in Warrant Officer Candidate School employs sustaining phase programming
that prepares warrant officer candidates for their FUAs.
WARRANT OFFICER BASIC COURSE
2-15. The Warrant Officer Basic Course will continue requirements established in Warrant Officer Candidate
School for the various durations of Warrant Officer Basic Course. These may include and are not limited to
physical and nonphysical training domains.
BASIC OFFICER LEADER COURSES
2-16. Cadets and officer candidates report to an accessions basic officer leader course with various levels of
physical and nonphysical readiness. They will have passed the OPAT. The first weeks of training focus on
progressive training of the whole body. Similar to BCT, cadets and officer candidates in an accessions basic
officer leader course perform initial phase training. They learn fundamental physical skills as well as the drill
and ceremony that they will use to lead Soldiers. Officers in a branch basic officer level course transition to
sustaining phase activities once they have passed the ACFT.
2-17. To minimize the risk of injury and overtraining, the intensity and volume of training progresses
gradually. Commanders, cadre, and H2F performance teams should evaluate each new cadet or officer
candidate who falls below an accessions basic officer leader course standards and should give special
assistance to improve performance. More training is not necessarily better. The quality and quantity of
training should be assessed with an understanding that some cadets and officer candidates may require
additional time to make the improvements required to meet Army standards.
ACTIVE COMPONENT
2-18. The goal of H2F is to improve each Soldier’s physical and nonphysical readiness to survive and win
in any operational environment. The H2F System enables the Army to provide campaign-capable,
expeditionary forces. Commanders are responsible for the training, performance and readiness of their
Soldiers, and use the training management cycle and resources to meet H2F objectives. See ADP 7-0 for
training.
2-19. The Army’s unit training plan discussed in ADP 7-0 provides the framework for commanders to
achieve proficiency in their units’ mission-essential task lists (METLs). The unit METL drives training. Key
to the success of this process is the inclusion of bottom-up feedback. This approach applies mission command
to the training process. Mission command is the Army’s approach to command and control that empower
subordinate decision making and decentralizes execution. With this approach, senior leaders provide training
focus, direction, and resources. Subordinate leaders develop training objectives and training requirements
specific to the unit and provide feedback on training proficiency. |
7-22 | 36 | Chapter 2
2-20. At each level of a unit’s hierarchy above the squad or team, H2F performance team members starting
with H2F master trainers are available to advise on and implement H2F training. These members identify
unit needs and train to standard according to the unit training plan or the published training schedule. They
analyze tasks and identify both collective and individual tasks that support the higher headquarters METL—
the bottom-up feedback. Over time, structured, recurring periods of H2F training increases unit readiness.
2-21. Commanders should establish H2F program goals based on the physical and nonphysical requirements
of the unit’s METL or mission. Commanders use this process and H2F performance team personnel to
identify training requirements for the unit’s mission and to subsequently plan, prepare, execute, and assess
all H2F training. This is the process for effective H2F governance within the unit. This process is critical to
ensure proper readiness outcomes of the unit’s H2F program.
RESERVE COMPONENT
2-22. With operational deployments increasing in recent times, United States Army Reserve (USAR) and
Army National Guard of the United States (ARNG) Soldiers have made up about half of the personnel
engaged in current conflicts. In this increasingly busy operational period, and with civilian occupational
demands further restraining time to train, Army Reserve and Army National Guard Soldiers understand the
critical importance of time to optimize individual readiness well above and beyond physical fitness test
standards. It is critical that Reserve Component commanders use the Army training management cycle to
support their units’ METLs.
2-23. Army Reserve and Army National Guard Soldiers typically perform occupational and operational tasks
that are the same as their Regular Army counterparts. However, they may have lower fitness levels because
they conduct mandated physical readiness training less frequently throughout the year. As such, some
Reserve Component Soldiers may be at greater risk of injury and have physical performance deficits.
2-24. The H2F program gives Soldiers the motivation and knowledge they need to conduct their own quality
training sessions between unit collective training or when they are off-base or in remote locations. H2F
performance teams at unit assemblies incorporate H2F activities from this field manual into individual
schedule for drill (inactive duty training) periods. Most of the activities support Reserve Component unit
METLs. Therefore, during assemblies, H2F personnel teach one aspect of a high-priority domain—for
example, Running Drill 2 for strength improvement—for Soldiers to practice on their own. Many of the
exercises in require no or very little equipment, so Soldiers can practice individually if facilities are not
readily available. When Soldiers require equipment, for weight training for example, most military and
civilian physical training facilities commonly have it.
2-25. Given the restraints on training Reserve Component personnel, the H2F System provides a program to
monitor and motivate regular, systematic training of these Soldiers. Monitoring is important—especially if
the Army pays Soldiers to maintain standards or awards them promotion points for success on fitness tests.
Monitoring compliance with training is accomplished in the future applications (mobile applications). The
application details each training session conducted remotely by capturing a mix of automatic monitoring
(heart rate, elevation change, step cadence, and Global Positioning System) and self-reporting rating of
perceived exertion (RPE), satisfaction with the workout, and self-reported readiness level. The application
sends results to H2F performance team personnel and the unit command. The application adjusts programs
to raise the Soldier’s self-reported readiness level and to meet the unit’s mission. The mobile application can
connect Soldiers to unit and partner training sessions, which improves teamwork, cohesion, and aspiration to
do well.
INDIVIDUAL TRAINING
2-26. Soldiers in the Army Reserve Troop Program Unit and Army National Guard, and many Soldiers in
the Regular Army (such as recruiters, shift workers, criminal investigators, Army school cadre, foreign area
officers, and defense attaches) depend on information in this doctrine for H2F programming. The H2F System
supplies them with the knowledge and support they need to prepare for their occupational and combat tasks.
Soldiers who work and train on their own must make every effort to conduct H2F physical and nonphysical
training throughout their work weeks. The program works best when it becomes a normal way of daily life, |
7-22 | 37 | Phases
incorporating and complying with the best nutritional readiness, mental readiness, spiritual readiness, and
sleep readiness as well as physical readiness training techniques and procedures.
2-27. All Soldiers must understand that it is their personal responsibility to achieve and sustain a high level
of readiness. Individual H2F training is designed to improve each Soldier’s contribution to the unit’s
readiness. Strength and conditioning drills, movement skill, mental training drills, mindfulness exercises,
sleep readiness, and performance nutritional practices can be mastered individually or with a partner. The
Soldier who immerses individually in the practices builds readiness equivalent to any Soldier doing the same
in a collective setting.
CONDENSED TRAINING
2-28. When scheduled training requirements, environmental considerations, or FTXs conflict with the
designated time available for H2F training, leaders may condense the sessions. This applies in both initial
and sustaining phases. These sessions, while being shorter and therefore less likely to meet unit readiness
goals, may still have a focus to them. Table 2-1 illustrates two examples of condensed physical training
sessions. One session focuses on strength and one focuses on endurance.
Table 2-1. Condensed holistic health and fitness sessions
Session RPE Sustaining Phase Time
Preparation: PD (5 reps)
Strength 6 Activities: GD (1 rep); CD1 & CD2 (5 reps), or deadlift. 30’
Recovery: RD (20 secs)
Preparation: PD (5 reps)
Endurance 6 Activities: MMD2; 60-120s (4 reps) 30’
Recovery: RD (20 secs)
CD conditioning drill RD recovery drill
GD guerilla drill rep repetition
MMD military movement drill RPE rating of perceived exertion
PD preparation drill secs seconds
Phases
The two phases of the Holistic Health and Fitness (H2F) System, the initial phase and
the sustaining phase, cover the Total Army. From the start of the initial phase as a new
recruit until completion of the sustaining phase when Soldiers become Army careerists,
they will be immersed in a comprehensive H2F System that optimizes their readiness. |
7-22 | 39 | Chapter 3
Domains
The overarching goal of the H2F System is Soldier readiness. This goal is met when
training in the five domains of H2F is optimized. These domains are physical readiness,
nutritional readiness, mental readiness, spiritual readiness, and sleep readiness. To
conduct rigorous, demanding training that inspires Army pride, imbues the Soldier
ethos, and maximizes common task competence, Soldiers must be physically and
mentally motivated and engaged.
PHYSICAL READINESS
3-1. If the overarching goal of H2F is Soldier readiness, then the overarching physical training goal is
movement lethality—the ability to physically engage with and destroy the enemy. Movement lethality is the
ability to apply and sustain the right amount of strength, endurance, and speed to meet the demands of training
and combat physical tasks. This physical goal is supported by optimal mental function. The goal and the
function are inseparable, linked together. The ability to tolerate physical duress is a function of mental
toughness. It is generated by training the critical components of physical readiness and the tasks they support
(see table 3-1).
Table 3-1. Physical components and occupational tasks
Physical Component Occupational Tasks
Muscular strength Lift, drag, and carry heavy loads
Muscular endurance Execute sustained bouts of low intensity resistance
Aerobic endurance Execute sustained bouts of low intensity movement
Anaerobic endurance Execute short-duration, high intensity movement
Power Complete short-duration, explosive movements with heavy loads
3-2. Figure 3-1 on page 3-2 illustrates the prerequisites for movement lethality. Components of fitness,
energy systems, occupational skills, and physical skills required for movement lethality must be carefully
combined over time with a Soldier’s structural capabilities. Structural capabilities are the intrinsic capabilities
that allow a Soldier to perform physically. See table 3-2.
Table 3-2. Structural capabilities
Structural Capability Description
Load tolerance The ability of the skeletal system to bear weight.
Flexibility The range of motion across single or multiple joints that allows the body to be
positioned for optimal movement.
Static balance The ability to maintain a stable position over a base of support.
Body composition The percentage of lean muscle and other body tissues.
Bone density The thickness and quality of the bone that provides its strength. |
7-22 | 40 | Chapter 3
Figure 3-1. Tasks and physical components of movement lethality
3-3. Structural capabilities support the training and improvement of the movement skills. See table 3-3.
Table 3-3. Movement skills
Movement Skill Description
Agility The ability to bend, rotate and twist in the frontal, transverse, and sagittal
planes and use that ability to change direction.
Coordination The ability to synchronize limb, torso and head movements at varying speeds
of motion.
Dynamic balance The ability to move under control at speed and under load.
Kinesthesia The perception of the body’s position in space during movement.
Pace The ability to set the correct speed of an activity to manage fatigue.
Perception The understanding of correct technique and effort that builds skill.
Reaction time The interval between an external stimuli and the Soldier’s response.
3-4. Movement lethality has to be taught and learned with meticulous attention to the precise replication of
the movements required in occupational tasks and combat. Movement skill must be deliberately and
purposely progressed until it becomes a natural part of Soldier performance in training and in contact with
the enemy.
3-5. One characteristic of movement—speed—serves as an example. Speed improves with the proper
development of aerobic and anaerobic energy systems along with muscular strength and endurance. Drills
and exercises are the means to cultivate this improved end state. Speed is a word often associated with “fast.”
Some drills such as 30:60s, 300 Meter Shuttle Runs, and Hill Repeats promote fast speed. Others such as the
Lateral, the Lunge Walk, and the Soldier Carry develop precise, slower movement competencies. The
movement skill associated with speed, therefore, is pace—the ability to control the rate at which you move.
Pace can be deliberately progressed by ensuring that a Soldier is exerting himself or herself correctly. This
requires an understanding of effort. Soldiers can train and measure effort while executing these drills by using |
7-22 | 41 | Domains
the RPE scale—a Soldier’s estimate of how hard he or she is working. This training integrates into the
Soldier’s ability to avoid fatigue, or arrive too soon at an objective.
Physical Readiness
Physical readiness is the ability to meet the physical demands of any duty or combat
position, move lethally on the battlefield, accomplish the mission and continue to fight,
win, and come home healthy.
NUTRITIONAL READINESS
3-6. Nutritional readiness has evolved over the past four decades from a series of disjointed ideas and one-
size-fits-all guidelines into an evidence-based science promoting integrated and personalized practices.
Whereas earlier efforts were based on static recommendations focused on the fuel needs for endurance sports,
contemporary performance dietary guidelines are mission- and individual-driven and periodized to enhance
readiness.
3-7. The goal of nutritional readiness is to promote optimal performance readiness. For Soldiers to perform
optimally throughout their careers in assignments with varying levels of mental and physical difficulty, they
must place as much emphasis on nutrition programming to support that performance as they do on physical
and mental health. Nutritional readiness intertwines with the other readiness domains since it promotes and
is supported by optimal physical readiness, mental readiness, spiritual readiness, and sleep readiness.
3-8. A comprehensive performance nutrition program is proactive, active, and reactive:
* Proactive. Proactive nutrition provides the foundation for baseline health and homeostasis
(physiological equilibrium)—the proactive prevention of nutrition deficiency, chronic disease and
immune system compromise.
* Active. Active nutrition fuels the arduous activities and events Soldiers perform as part of their
occupations and covers fueling before during and after these events. It comprises the largest
portion of this section.
* Reactive. Reactive nutrition centers on specific dietary interventions to treat illness, injury, or
medical conditions and spans hospitalization through rehabilitation to return to full duty.
Nutritional Readiness
Nutritional readiness is the ability to recognize, select, and consume the requisite food
and drink to meet the physical and nonphysical demands of any duty or combat
position, accomplish the mission and come home healthy.
MENTAL READINESS
3-9. Mental readiness is the capacity to adapt successfully in the presence of risk and adversity. It can be
seen as a set of personality traits, an assortment of skills or ways of behaving and thinking, or a combination
of both personality traits and behaviors. Whether Soldiers think of mental readiness as something they have
(such as a personality trait or disposition), something they do (such as a plan, strategy, or way of behaving),
or something they believe (such as a faith, positive outlook, or neutral outlook), it will help Soldiers better
understand uncertain situations and will make them aware of their own mental processes.
3-10. Under extreme duress, mental readiness is the ability to create a sense of total control and confidence.
In the presence of chaos and uncertainty, possibility for flawed judgment increases. Mental readiness reduces
miscalculation and errors of judgment. Soldiers who are mentally ready can manage severe stress and grow
mentally tougher in the process. |
7-22 | 42 | Chapter 3
3-11. Mental readiness depends on a range of the following factors:
* Character.
* Behavior.
* Resilience.
* Cognitive skill.
* Social acuity.
CHARACTER
Intrinsically, character is one’s true nature including identity, sense of purpose, values,
virtues, morals, and conscience. Character, in an operational sense, is an Army
professional’s dedication and adherence to the Army Ethic, including the Army Values, as
consistently and faithfully demonstrated in decisions and actions.
AR 600-100, The Army Profession and Leadership Policy
3-12. Character is a complex, multi-factorial construct. It is a Soldier’s true nature including identity, sense
of purpose, values, virtues, morals and conscience. These personal qualities help the Soldier to determine
what is right and to become more dedicated and adherent to the Army ethic and Army Values. A Soldier of
character is an honorable servant, an Army expert, and a steward of the Soldier profession—his or her way
of life. A Soldier who demonstrates strength of character becomes, most essentially, a trusted leader.
3-13. The process of character development in the Army starts during the accessions process. The civilian’s
transformational experience, his or her Soldierization, continues in IMT. Through deliberate, career-long
professional education and experience, leaders and H2F performance teams who interact with Soldiers
reinforce character strength every day. They coach, counsel, mentor, and influence Soldiers during physical
and nonphysical training. Soldiers model ethical reasoning and decision making that reflect the attitudes and
behaviors of their leaders.
BEHAVIOR
3-14. Behavior is the outward expression of character. It combines a Soldier’s verbal and nonverbal actions,
writings, photos, and videos that inform the world about that Soldier. No matter what background and set of
values a Soldier brings to the Army, all Soldiers understand that they are required to adhere to the Army’s
policies, regulations, doctrine, and values. The extent that Soldiers are open to and committed to these values
and ethics is reflected in their behavior.
RESILIENCE
3-15. Resilience is the ability to face and cope with adversity; adapt to change; and recover, learn, and grow
from setbacks. Resilient Soldiers can better leverage mental and emotional skills and behaviors that promote
enhanced performance and optimize their long-term health.
3-16. The Army considers resilience to be a key component of Soldier and unit readiness. Resilient leaders
can recover quickly from setbacks, shock, injuries, adversity, and stress while maintaining their mission and
organizational focus. They can foster this capacity in their Soldiers through leading by example and with
tough, realistic training. Leaders who learn in the presence of stress and grow from it build resilience.
Resilience helps leaders and their units fight and win and continue to fight and win. Resilient leaders carry
difficult missions to their conclusion.
COGNITIVE SKILL
3-17. Cognitive skill is the ability to expand and integrate knowledge into decisions. It drives the ability to
make sound decisions. It is built through the instruction and absorption of personal and professional
experience and education, values, and beliefs. It should not be difficult for Soldiers and leaders to understand
the link between high levels of cognitive skill and optimal performance on the battlefield. Low cognitive skill
leads to poor decision making and misconduct behaviors. |
7-22 | 43 | Domains
3-18. Key measures for Soldiers and leaders to use in assessing cognitive skill include the following:
* Attention or attentiveness, memory or recall.
* Integration of concepts, data, inputs, and orders.
* Reasoning: problem solving and decision making.
* Understanding.
SOCIAL ACUITY
3-19. Social acuity is the awareness of, control over, and ability to manage interactions with others. High
social acuity or social intelligence is the ability to read other people’s cues and then act appropriately.
Emotionally intelligent Soldiers can interact with others with an awareness of, control over, and an ability to
appropriately express their own emotions.
3-20. Three useful measures of Soldier social acuity are task cohesiveness, Army identification, and social
cohesiveness.
* Task cohesiveness is the motivation to achieve the Army’s goals and objectives, which leaders
generally assess at the Soldier level and aggregate at the unit level. In other words, each Soldier’s
commitment to the unit’s goals is assessed and aggregated across the unit as a measure of the
group’s task cohesiveness. A higher level of task cohesiveness directly correlates with increased
morale, operational effectiveness, and ultimately improved odds of survival.
* Army identification and commitment is the extent to which a Soldier feels that he or she is similar
to and can relate to the Army. It is the extent to which a Soldier feels a part of the Army and finds
the Army personally meaningful or fulfilling.
* Social cohesiveness is the motivation to develop and maintain social relationships within the unit.
Like task cohesiveness, leaders generally assess it at the Soldier level and aggregate it at the unit
level.
Mental Readiness
Mental readiness is the ability to meet the mental demands of any combat or duty
position, adapt successfully in the presence of extreme risk and adversity, accomplish
the mission, and continue to fight and win.
+ SPIRITUAL READINESS
3-21. Spiritual readiness is the ability to endure and overcome times of stress, hardship, and tragedy by
making meaning of life experiences. Individuals find meaning as they exercise beliefs, principles, ethics, and
morals arising from religious, philosophical, and human values. Soldiers who successfully develop, sustain,
and repair their state of being while facing adversity demonstrate spiritual readiness. Leaders who understand
spiritual readiness can encourage personal spiritual readiness by creating a climate of mutual respect and
dignity that promotes dialogue, fosters team cohesion, and enables healthy free exercise of religion or no
religion. This approach enables collective and individual readiness.
3-22. Spiritual readiness strengthens as individuals identify their spiritual dimension—their purpose, core
values, beliefs, identity, and life vision. The spiritual dimension draws on an individual’s core religious,
philosophical, or human values to develop an individual’s sense of motivation, character, and integrity. The
spiritual dimension defines the essence of a person by enabling one to build inner strength, make meaning of
experiences, behave ethically, persevere through challenges, and be resilient when faced with adversity. |
7-22 | 44 | Chapter 3
Spiritual Readiness
Spiritual readiness includes the development of the personal qualities needed to
sustain a person in times of stress, hardship, and tragedy. These qualities come from
religious, philosophical, or human values and form the basis for character, disposition,
decision making, and integrity.
SLEEP READINESS
3-23. To achieve optimal readiness, Soldiers must have sleep and the more sleep obtained the better.
Inadequate sleep weakens Soldier performance and jeopardizes the mission. Sleep readiness consists of three
components:
* Duration because the health and functioning of the brain depend on the amount of sleep obtained.
* Timing because the ability to initiate and maintain sleep (and thus maximize the amount of sleep
obtained) is strongly influenced by the brain’s internal clock.
* Continuity because the extent to which sleep is undisturbed by arousals and awakenings influences
both the duration and the depth of sleep. Deeper sleep is more restorative.
3-24. The goal of sleep readiness ensures that the Soldier’s brain and body have adequately recovered so that
he or she can tolerate repeated exposure to physical and mental stress. Like the rest of the body (muscles,
skin, and internal organs), the brain has physiological needs for food, water, and oxygen—basic needs that
must be met not only to ensure proper brain functioning, but also to sustain life itself. However, unlike the
rest of the body, the brain has one additional physiological need: sleep. The brain requires sleep to maintain
normal function. Sleep is necessary to sustain not only alertness, but also higher order cognitive abilities such
as judgment, decision making, and situational awareness. In short, sleep makes Soldiers better at being
Soldiers.
Sleep Readiness
Sleep is the critical requirement for brain health and function. Sleep readiness is the
ability to recognize and implement the requisite sleep principles and behaviors to
support optimal brain function. In turn, sleep readiness underpins a Soldier’s ability to
meet the physical and nonphysical demands of any duty or combat position,
accomplish the mission, and continue to fight and win.
Domains
The five domains of the holistic health and fitness (H2F) program build the Army’s
readiness goals and are based on the principles of optimization, individualization, and
immersion. The goal is to improve each Soldier’s physical lethality and mental
toughness through the linking of physical readiness, nutritional readiness, mental
readiness, spiritual readiness, and sleep readiness. |
7-22 | 45 | PART TWO
Design
Part Two explains the scientific basis of Soldier performance and how the H2F training
program is designed. Training approaches described in Part Two address the “why” of
H2F—the science and rationale behind the program. The principles discussed in Part
Two form the approaches used in Part Three to build H2F program content for
individual Soldiers and collective unit readiness and deployability.
Chapter 4
Physiology
The effectiveness of Soldiers depends largely on their physical condition. Combat
places a premium on the Soldier’s strength, endurance, and lethality. Victory depends
on these physical attributes. Leaders also recognize that the mind controls the body.
Therefore, to persevere in battle and thrive afterward requires an equal measure of
psychological health—mental toughness, stamina, emotional fortitude, intellect,
judgment, strength of character, and spirituality. The requirement to train all these
domains—physical readiness, nutritional readiness, mental readiness, spiritual
readiness, and sleep readiness—has become more urgent. The inputs that Soldiers and
units will be required to process, and the time to process and act upon them will be
inversely proportional. Therefore, the capacity of the unit to be successful rests upon
every Soldier’s ability to respond effectively in the absence of complete information
or on short notice. Collective capacity depends on this individual ability. Underpinning
all is an understanding of how the human body works—its anatomy and physiology.
SOLDIER PHYSIOLOGY
4-1. Physiology is the study of the functions and parts of a living organism. This section describes the
physiological and anatomical foundation of Soldier performance.
4-2. When the predecessor to the ACFT, the three-event Army Physical Fitness Test (known as the APFT)
was developed in the midst of the Cold War, some senior Army leaders felt ground combat was no longer a
force imperative. As a result, the Army replaced rigorous physical training and assessment linked to the
performance of occupational warfighter tasks with more general fitness training and assessments. This
approach mirrored civilian trends with aerobics and jogging driving the popularity of endurance-centric
fitness. The three-event Army Physical Fitness Test along with the Army Weight Control Program were
developed to ensure a high level of health-related fitness and appropriate body mass.
4-3. The lessons learned over three decades of combat operations renewed the Army's focus on the strength
and power requirements for ground combat. In 2013, under HQDA directions, the Army began two major
physical fitness assessment studies: (1) Army Required Actions in Support of the Elimination of the Direct
Ground Combat Assignment Rule (DGCAR), and (2) Comprehensive Study to Determine Baseline Soldier |
7-22 | 46 | Chapter 4
Physical Readiness Requirements and a Standardized, Baseline Physical Readiness Test. The United States
Army Research Institute of Environmental Medicine (USARIEM) conducted extensive physical demands
studies to determine the reliability of simulated physical soldiering tasks relevant to combat arms Soldiers.
The studies demonstrated that muscular strength and power drove 60 percent of the variability in physical
demands. In other words, endurance-centric approaches to training and testing did not support all of the
baseline requirements of being a Soldier.
4-4. As part of the analysis, USARIEM identified five domains of combat physical fitness: muscular
strength, muscular endurance, aerobic endurance, explosive power, and anaerobic endurance. These five
domains were independently confirmed in the physical fitness assessment studies conducted by the
USACIMT. The Army Physical Fitness Test assessed only two of the five domains of combat physical
fitness, aerobic endurance and muscular endurance.
4-5. The second objective of the physical fitness assessment studies was to determine common field-
expedient physical fitness test events that predicted a Soldier’s success on the high physical demand warrior
tasks and battle drills (WTBD). After surveying MOS schools and several thousand combat veterans on the
physical demands of Soldering, 1,000 Soldiers performed WTBD simulations. Their performance validated
the selection of the six events that became the ACFT.
ENERGY PATHWAY
4-6. Energy to move the human skeleton derives from a series of chemical and biological reactions that
involve the respiratory system (lungs), cardiovascular system (heart, blood vessels, and blood), the
neuromuscular system (nerve and muscle system), and the neuroendocrine system (nerve and hormone
system). Energy is produced through three pathways—phosphagen, glycolytic, and oxidative
phosphorylation—that convert calories into energy. The body can use the resulting energy later in
physiological processes, including but not limited to movement. The onset of exercise activates all three
pathways, with each one predominating after different durations and levels of effort. Energy is produced in
the form of a chemical called adenosine triphosphate. Adenosine triphosphate is a large molecule comprised
of adenosine and three phosphate groups. When this molecule is broken down by chemical reactions in the
muscle, the energy released by this reaction is used for movement.
PHOSPHAGEN PATHWAY
4-7. In the phosphagen pathway, adenosine triphosphate stored in the muscle and another molecule called
phosphocreatine provide the energy for very short duration (5-10 seconds), high intensity or high power
activities. These might include three to five second sprints, the Seated or Standing Power Throw, or maximum
repetition lifts. This type of training rapidly depletes energy available in the muscle cells that require long
rest periods to re-energize. If Soldiers do not rest enough or are forced to keep going at this level of intensity,
the loss of adenosine triphosphate causes degraded performance. Depletion of the phosphagen pathway will
force the use of other energy pathways and those pathways will begin to predominate. Rest intervals between
bouts of high-intensity exercises should be 2 to 5 minutes to support molecule restoration.
GLYCOLYTIC PATHWAY
4-8. The glycolytic pathway is the predominant source of energy for high-intensity exercise lasting up to
90 seconds. As its name suggests, this pathway breaks down glucose (sugar) in the blood and glycogen (sugar
deposit) stored in the muscle cells. The chemical reactions in this system happen without the need for oxygen
(anaerobic reactions). These reactions produce pyruvate or lactate depending on exercise intensity. Pyruvate
is a component in the release of stored energy; lactate is a source of stored energy that can be converted back
into glucose or glycogen during exercise. The lactate threshold is the point at which lactate production
exceeds its clearance from, or utilization by, the muscle. Soldiers who are more fit have higher lactate
thresholds. Across the training period, multiple sets of heavy lifts, Climbing Drills, the Strength Training
Circuit, and sprint intervals result in greater overload of the glycolytic pathway and a higher lactate threshold.
Precise measurement of this threshold occurs with an exercise stress test in a laboratory. |
7-22 | 47 | Physiology
OXIDATIVE PHOSPHORYLATION
4-9. This pathway is the predominant source of energy for low-intensity, sustained exercise lasting for more
than three minutes. This pathway supports aerobic performance. The presence of oxygen allows pyruvate in
the muscle cell to be converted into much more adenosine triphosphate than the other two energy systems.
Both fat and carbohydrate are converted into energy in this system. The process for fat metabolism is called
beta oxidation. Leaders typically use prolonged, low-intensity training such as Foot Marches, Release Runs,
and Ability Group Runs to increase aerobic endurance. This type of training encourages the metabolism of
fat for fuel. Its use of training uses much shorter rest intervals than the phosphagen pathway. Rests of as little
as 5 to 10 seconds are common during low-intensity intervals.
4-10. Carbohydrates, the body’s main fuel source, are broken down into glucose and stored as glycogen.
Glycogen stores supply about 3,000 kcal in the typical Soldier and are rapidly depleted as exercise intensity
increases. Soldiers may burn 1–3 grams of glycogen per minute during exercise and most will run out of
glycogen after 1 1/2–2 hours of activity. When glycogen stores are depleted, it results in the condition
sometimes called “hitting the wall.” Soldiers must pay careful attention to nutrition before and during
prolonged aerobic activity. For example, to avoid degrading their performance on the 2-Mile Run event,
Soldiers avoid depleting glycogen caused by the anaerobic effort of the Sprint-Drag-Carry.
VO MAX
2
4-11. The highest amount of oxygen that can be used during maximal aerobic effort—endurance training—
is called the maximal oxygen consumption, or VO max. It is measured as volume (V) in milliliters of oxygen
2
(O ) consumed per kilogram of body weight per minute, abbreviated to mL/kg/min. A recruit who scores
2
black on the OPAT has a predicted VO max of 33 mL/kg/min. Over time and with progressive training, that
2
recruit could improve his or her maximal aerobic capacity. Strength training typically results in little or no
change in VO max unless the Soldier uses longer sessions of circuit-type strength training with shorter rest
2
intervals between exercises. Strength training improves physical performance by increasing relative work
capacity through increases in muscle mass and the improved strength of support structures (see paragraph 4-
23). Strength training coupled with circuit training directly increases muscular strength and power, while
supporting the further development of aerobic endurance, anaerobic speed, and muscular endurance.
ANATOMY
4-12. Anatomy refers to the physical structure of the body. Understanding the bones, muscles, and different
systems that form the body helps Soldiers and leaders build better training programs that improve
performance while preventing injuries.
BONE
4-13. The 206 bones in the human skeleton form both a chassis for muscles to attach to and enclosures to
protect vital structures such as the brain, heart, and spinal cord. Bones store deposits of minerals such as
calcium and phosphorus. Although bones vary in size and shape, some typical features compose a bone’s
function and bone injury. The outer, hard surface of the bone is the cortex. This strong and stiff tissue is lined
by a fibrous layer called periosteum (“around the bone”). The periosteum conveys blood vessels and nerves
to the bone and signals pain when bumped or irritated and excruciating pain when fractured.
4-14. The softer inner tissue of the bone is the marrow. Bone marrow generates red and white blood cells
and platelets. Wherever two bones meet to form a moveable joint in the body (an articulation), the contact
surface of the bone is covered in cartilage. Cartilage is a softer, more fibrous material than the bone cortex
and is made of cells that produce collagen. Its purpose is to cushion the bones, especially in weight-bearing
joints like the hip, knee, and ankle, and to allow the bones to move more smoothly against each other.
Cartilage does not have nerve supply, nor as many blood vessels as the rest of the bone. Once it is damaged,
it does not repair well. This can lead to pain and inflammation in the joint, otherwise known as arthritis.
4-15. Bones are living tissue. They grow larger and longer up to adulthood. Throughout adulthood bones
remodel when physical activity stimulates the bone to thicken and strengthen. In response to physical stress, |
7-22 | 48 | Chapter 4
cells called osteoblasts lay down new bone tissue to strengthen the bone, while other cells called osteoclasts
reabsorb bone tissue. So long as these two processes are in balance, bone continues to strengthen and remain
healthy.
4-16. Poor nutrition and excessive physical training can overwhelm the remodeling process and lead to bone
stress injury. Although bone stress injury is less disabling than a traumatic fracture, bone stress injury is an
avoidable misuse injury often characterized by pain. Doctors treat these injuries with modified physical
activity, rest, and adequate and appropriate nutrition. They occur most often in the metatarsal, tibia, femur
and ilium (pelvic bones). Occurring more often in Soldiers in the initial phase of training, bone stress injury
resolves as the remodeling process catches up with bone absorption. In some cases, stress injury can progress
to a fracture such as a tibial stress fracture. Certain types of stress fractures, particularly to the neck of the
femur, can be medical emergencies with disabling consequences if not immediately stabilized with surgery.
MUSCLE
4-17. When muscles contract, they pull on bones and cause movement around joints. For example, a biceps
muscle contraction repositions the forearm toward the shoulder as the forearm hinges around the elbow joint
as a bicep curl. The resulting force is called torque. When the whole body moves across a marching surface,
torque is created around the point where the foot meets the ground. So long as the body keeps being
repositioned successfully, it will continue to move. If muscles fail to reposition the body’s segments, the
body will lose balance and fall. The body will not move efficiently in the desired direction and it will
eventually fatigue or become injured—either by misuse or by traumatic contact with the ground or another
object.
4-18. Purposeful movement is a function of repeated coordination of forces generated within the body with
forces outside the body—intrinsic and extrinsic forces. Practice and coaching builds perception of how to
better perform basic movements, and subsequently assists with progression to more advanced movements.
MUSCLE FIBER
4-19. In contrast to the spherical shape of other cells in the body, a muscle cell or fiber is a relatively long,
cylindrical microscopic structure. Muscle fibers are packed together in progressively larger groups called
muscle fascicles that form the whole muscle. Muscles have different roles. Some muscles stabilize body
segments, others create large limb movements, or and some create small movements of the hands and fingers.
These small movements are referred to as fine motor control. The function of the muscle will be driven by
the fiber type. There are three muscle fiber types. They are described in paragraphs 4-20 through 4-22 and in
figure 4-1. |
7-22 | 49 | Physiology
Figure 4-1. Fiber type training
Type I
4-20. Muscle contractions during low-intensity endurance efforts are mainly assigned to Type I or slow
oxidative (known as SO) fibers. These fibers are smaller with more mitochondria (parts of the cell that assist
with energy production) and capillaries (blood vessels) surrounding them to deliver more oxygen to the fiber.
Type I fibers are more resistant to fatigue than the others, but Type I fibers have a slower contractile speed
and generate less force.
Type IIa
4-21. During moderate-intensity effort such as one mile runs, Type IIa or fast oxidative-glycolytic (known
as FOG) fibers are the main determinants of performance. These fibers’ size, contractile ability, and
resistance to fatigue make them the main ones Soldiers should target in their training. Training to build
muscle size (hypertrophy) and strength or using moderate to moderate hard intensity (RPE 8/10) when
performing endurance training recruits more Type IIa fibers. This type of training also encourages the
conversion of Type IIx fibers to Type IIa.
Type IIx
4-22. During brief, maximal intensity bouts of exercise (RPE 10/10), Type IIx or as fast glycolytic (known
as FG) fibers are recruited. These larger muscle fibers with fast contractile speeds depend on glycogen and
have poor resistance to fatigue. Once Type IIx fibers are recruited, lactate can no longer be cleared from the
blood and the lactate threshold is reached.
MUSCLE STRENGTHENING
4-23. Heavy resistance training is included in physical readiness training so that a Soldier is ready to perform
baseline occupational tasks. This type of training prepares Soldiers for the unplanned extreme load and
intensity tasks that he or she might encounter in training, deployment, or everyday life such as responding to
a motor vehicle accident or moving furniture. A specific real-life example is the case of Army medics at the
Pentagon who had no notice of the physical and nonphysical demands that would be placed on them on
September 11, 2001.
4-24. Physical readiness training that stimulates Type II fiber development is necessary for the strength and
power development that supports anaerobic tasks—such as heavy lifting, heavy load carriage, fast sprints |
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