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This publication, “Risk Management – Multiservice Tactics, Techniques, and Procedures,” describes risk management functions and responsibilities applicable to the joint task force (JTF) and service staffs. It applies risk management planning procedures to the military decision making process and employs the Joint Operation Planning and Execution System (JOPES) for the operation planning team. This publication provides a consolidated multiservice reference addressing risk management background, principles, and application procedures. To facilitate multiservice interoperability, this publication identifies and explains the risk management process and its differences and similarities as it is applied by each service. Risk management is a process that assists decision makers in reducing or offsetting risk (by systematically identifying, assessing, and controlling risk arising from operational factors) and making decisions that weigh risks against mission benefits. Risk is an expression of a possible loss or negative mission impact stated in terms of probability and severity. The risk management process provides leaders and individuals a method to assist in identifying the optimum course of action (COA). Risk management must be fully integrated into planning, preparation, and execution. Commanders are responsible for the application of risk management in all military operations. Risk management facilitates the mitigation of the risks of threats to the force. For the purposes of this document, threat is defined as a source of danger—any opposing force, condition, source, or circumstance with the potential to negatively impact mission accomplishment and/or degrade mission capability. Each of the services uses similar but slightly different processes. This publication provides a single process to enable warfighters from different services to manage risk from a common perspective. Risk management is useful in developing, deploying, and employing the joint force. Development concerns force design, manpower allocation, training development, and combat material developments. Deploying and employing the joint force generates concerns in force protection and balancing risk against resource constraints. Military operations are inherently complex, dynamic, dangerous and, by nature, involve the acceptance of risk. Because risk is often related to gain, leaders weigh risk against the benefits to be gained from an operation. The commander's judgment balances the requirement for mission success with the inherent risks of military operations. Leaders have always practiced risk management in military decision making; however, the approach to risk management and degree of success vary widely depending on the leader's level of training and experience. Since the Korean conflict, United States forces have suffered more losses from noncombat causes than from enemy action. Key factors contributing to those losses include—Rapidly changing operational environment; Fast-paced, high operations tempo and high personnel tempo; Equipment failure, support failure, and effects of the physical environment; Human factors. The fundamental goal of risk management is to enhance operational capabilities and mission accomplishment, with minimal acceptable loss.
The AHS (Army Health System) is a component of the Military Health System (MHS) that is responsible for operational management of the health service support (HSS) and force health protection (FHP) missions for training, predeployment, deployment, and postdeployment operations. The Army's MEDLOG system (including blood management) is an integral part of the AHS in that it provides intensive management of medical products and services that are used almost exclusively by the AHS and are critical to its success. Also key to this success is the delivery of a MEDLOG capability that anticipates the needs of the customer and is tailored to continuously provide end-to-end sustainment of the AHS mission throughout full spectrum operations. Providing timely and effective AHS support is a team effort which integrates the clinical and operational aspects of the mission. The provision of MEDLOG support requires collaboration between the medical logisticians, clinicians, and other health care providers within the operational environment and encompasses the following functions: Medical materiel procurement and distribution (acquisition, receiving, shipping, storage, and stock record/property accounting); Medical equipment maintenance and repair; Optical fabrication and repair; Management of patient movement items; Production of medical gases; Blood storage and distribution; Medical hazardous waste management; Management of medical facilities and infrastructure; Medical contracting support; Total product life-cycle management of medical materiel and equipment. This manual describes the capabilities of the MEDLOG system and its role in sustaining the AHS mission. Medical logistics support for deployed forces is the primary focus of this manual. However, generating force or national strategic-level MEDLOG support is also addressed to present a clear picture of the processes involved and resources expended to guarantee a Class VIII support infrastructure. This Class VIII infrastructure ensures the seamless delivery of health care from the point of injury through successive roles of care to the continental US (CONUS) support base. This publication opens with an overview of Army MEDLOG, followed by a description of each MEDLOG unit, the capabilities available, and role of care where each element may be employed. This manual also covers the information systems and enablers available to facilitate the flow of supplies and equipment throughout the area of operations (AO), as well as the current force (Medical Force 2000, Medical Reengineering Initiative, modular division, and brigade combat team [BCT] force designs) and emerging concepts scheduled to occur as part of current and future force fielding events.
the combined arms team that enhances mobility of the force by projecting elements across an obstacle, wet ordry, in support of assured mobility. It is also applicable to joint, interagency, or multinational forces and isspecifically written as a dual manual between the United States (U.S.) Army and the U.S. Marine Corps(USMC). Although other branches contribute to gap-crossing operations and are included in the discussions,this manual focuses on the engineer contribution to gap-crossing operations, while acknowledging thesignificant role of other branches and capabilities. This manual follows the principles and tenets found in FieldManual (FM) 3-90, FM 3-34, and FM 3-34.2 that continues the discussion of mobility and gap-crossingoperations. It recognizes the contribution of the entire combined arms team to gap-crossing operations and themulti-Service capabilities that exist to support gap-crossing operations at both the tactical and operationallevels. Finally, it addresses the specifics associated with gap crossing in support of combat maneuver and lineof communications (LOC) gap crossing, integrating the considerations created by the significant changes todoctrine and force structure that have occurred since FM 90-13 was published in 1998.This FM is the tactical commander's and engineer staff planner's manual and primary resource forunderstanding gap-crossing operations. This manual follows the mobility concepts and fundamentals outlinedin FM 3-34.2 and is intended for use by commanders and their staff at both the operational and tactical levels. Itrelates the engineer-focused aspects of gap crossing to the functional area of combined arms mobilityoperations, incorporating new concepts associated with the expansion of the existing Army task (ART)Conduct Gap-Crossing Operations and the advent of the modular force structure.
DOD Dictionary of Military and Associated Terms March 2017 The DOD Dictionary of Military and Associated Terms (DOD Dictionary) sets forth standard US military and associated terminology to encompass the joint activity of the Armed Forces of the United States. These military and associated terms, together with their definitions, constitute approved Department of Defense (DOD) terminology for general use by all DOD components.
This Annual Report of the Department of Defense (DoD) Chemical, Biological, Radiological, and Nuclear (CBRN) Defense Program, or CBRNDP, provides information in response to several reporting requirements. First, this report is provided in accordance with 50 USC 1523. (The complete reporting requirement is detailed at annex K.) This report is intended to assess: (1) the overall readiness of the Armed Forces to fight in a chemical-biological warfare environment and steps taken and planned to be taken to improve such readiness; and, (2) requirements for the chemical and biological warfare defense program, including requirements for training, detection, and protective equipment, for medical prophylaxis, and for treatment of casualties resulting from use of chemical and biological weapons. This report supplements the DoD Chemical and Biological Defense Program FY05 President's budget, February 2004, which has been submitted to Congress.
The manual describes the general strategy for the U.S. Marines but it is beneficial for not only every Marine to read but concepts on leadership can be gathered to lead a business to a family. If you want to see what make Marines so effective this book is a good place to start.
This Leavenworth Paper chronicles the introduction of chemical agents in World War I, the U.S. Army's tentative preparations for gas warfare prior to and after American entry into the war, and the AEF experience with gas on the Western Front. Chemical warfare affected tactics and almost changed the outcome of World War I. The overwhelming success of the first use of gas caught both sides by surprise. Fortunately, the pace of hostilities permitted the Allies to develop a suitable defense to German gas attacks and eventually to field a considerable offensive chemical capability. Nonetheless, from the introduction of chemical warfare in early 1915 until Armistice Day in November, 1918, the Allies were usually one step behind their German counterparts in the development of gas doctrine and the employment of gas tactics and procedures. In his final report to Congress on World War I, General John J. Pershing expressed the sentiment of contemporary senior officers when he said, "Whether or not gas will be employed in future wars is a matter of conjecture, but the effect is so deadly to the unprepared that we can never afford to neglect the question." General Pershing was the last American field commander actually to confront chemical agents on the battlefield. Today, in light of a significant Soviet chemical threat and solid evidence of chemical warfare in Southeast and Southwest Asia, it is by no means certain he will retain that distinction. Over 50 percent of the Total Army's Chemical Corps assets are located within the United States Army Reserve. This Leavenworth Paper was prepared by the USAA Staff Officer serving with the Combat Studies Institute, USACGSC, after a number of requests from USAA Chemical Corps officers for a historical study on the nature of chemical warfare in World War I. Despite originally being published in 1984, this Leavenworth Paper also meets the needs of the Total Army in its preparations to fight, if necessary, on a battlefield where chemical agents might be employed.