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This publication discusses current voice and data tactical radio systems in common use between the services. It describes recent updates to the Single-Channel Ground and Airborne Radio System (SINCGARS), including the Advanced System Improvement Program (ASIP) and the Internet controller (INC). It also reviews the operational procedures for SINCGARS for both analog and digital operations in a joint environment. This manual also describes the Enhanced Position Location Reporting System (EPLRS). This publication standardizes joint operational procedures for SINCGARS and provides an overview of the multiservice applications of EPLRS.
Over 5,300 total pages .... MARINE RECON Reconnaissance units are the commander’s eyes and ears on the battlefield. They are task organized as a highly trained six man team capable of conducting specific missions behind enemy lines. Employed as part of the Marine Air-Ground Task Force, reconnaissance teams provide timely information to the supported commander to shape and influence the battlefield. The varying types of missions a Reconnaissance team conduct depends on how deep in the battle space they are operating. Division Reconnaissance units support the close and distant battlespace, while Force Reconnaissance units conduct deep reconnaissance in support of a landing force. Common missions include, but are not limited to: Plan, coordinate, and conduct amphibious-ground reconnaissance and surveillance to observe, identify, and report enemy activity, and collect other information of military significance. Conduct specialized surveying to include: underwater reconnaissance and/or demolitions, beach permeability and topography, routes, bridges, structures, urban/rural areas, helicopter landing zones (LZ), parachute drop zones (DZ), aircraft forward operating sites, and mechanized reconnaissance missions. When properly task organized with other forces, equipment or personnel, assist in specialized engineer, radio, and other special reconnaissance missions. Infiltrate mission areas by necessary means to include: surface, subsurface and airborne operations. Conduct Initial Terminal Guidance (ITG) for helicopters, landing craft, parachutists, air-delivery, and re-supply. Designate and engage selected targets with organic weapons and force fires to support battlespace shaping. This includes designation and terminal guidance of precision-guided munitions. Conduct post-strike reconnaissance to determine and report battle damage assessment on a specified target or area. Conduct limited scale raids and ambushes. Just a SAMPLE of the included publications: BASIC RECONNAISSANCE COURSE PREPARATION GUIDE RECONNAISSANCE (RECON) TRAINING AND READINESS (T&R) MANUAL RECONNAISSANCE REPORTS GUIDE GROUND RECONNAISSANCE OPERATIONS GROUND COMBAT OPERATIONS Supporting Arms Observer, Spotter and Controller DEEP AIR SUPPORT SCOUTING AND PATROLLING Civil Affairs Tactics, Techniques, and Procedures MAGTF Intelligence Production and Analysis Counterintelligence Close Air Support Military Operations on Urbanized Terrain (MOUT) Convoy Operations Handbook TRAINING SUPPORT PACKAGE FOR: CONVOY SURVIVABILITY Convoy Operations Battle Book Tactics, Techniques, and Procedures for Training, Planning and Executing Convoy Operations Urban Attacks
This publication, ATP 6-02.72, MCRP 3-40.3A, NTTP 6-02.2, AFTTP 3-2.18, provides a single-source, consolidated reference for tactics, techniques, and procedures in the employment, configuration, and creation of radio nets consisting of voice and data tactical radios. It describes multi-Service tactics, techniques, and procedures (MTTP) for the tactical employment of tactical radios to support warfighters for training and operations across the spectrum of operations. This publication applies to the Army, Navy, Air Force, Marine Corps, and Coast Guard. Also, it may be used by multi-Service and Service components of a joint force to conduct tactical radio training and operations. Procedures herein may be modified to fit specific theater command and control (C2) procedures and allied and foreign national electromagnetic spectrum management requirements. This publication discusses current voice and data tactical radio systems in common use between the services. It describes recent updates to the Single-Channel Ground and Airborne Radio System (SINCGARS), including the Advanced System Improvement Program (ASIP) and the Internet controller (INC). It also reviews the operational procedures for SINCGARS for both analog and digital operations in a joint environment. This manual also describes the Enhanced Position Location Reporting System (EPLRS). This publication standardizes joint operational procedures for SINCGARS and provides an overview of the multiservice applications of EPLRS.
Mission. Effective 1 January 2018, the total force will conduct the training and evaluation of 30 tasks designated in the BST program in order to sustain skills common for all Marines. Execution. Commanders Intent. The BST Program provides a structured approach for the service to ensure all Marines sustain proficiency in 30 of the 178 common skills taught during entry level training. The program will emphasize training using a leader-led, face-to-face approach. Small unit leaders (noncommissioned officers and above) will be the primary trainers and evaluators. Marines, private through general, will annually demonstrate their mastery of these common skills. Commanders will have flexibility in their approach to training and evaluating their units. Concept of Operations. The BST Program effectively begins 1 January 2018 as a calendar year requirement. However, commanders can immediately start incorporating BST training into their unit training plans and are encouraged to begin preparing their small unit leaders to conduct and evaluate the 30 common skills. Training support packages (TSP) and associated performance evaluation checklists for each of the 30 BST skills are online to assist small unit leaders. The TSPs provide small unit leaders the required information, performance steps, and evaluation criteria to facilitate leader-led training. The training is designed to be conducted in any environment from garrison to field, on the flight line, in the motor pool, maintenance bay, or on ship. Units may find that many of these skills are already embedded in their unit training plan, thereby minimizing the impact of the BST Program. Commanders determine how and when the training and evaluation will occur throughout the calendar year. Options range from training and evaluation over the course of a year to training throughout the year and then consolidating evaluation into a culminating event to foster esprit de corps. For example, training and evaluation can be combined in a teach it, test it method where Marines are evaluated immediately after the training is conducted, or Marines can be trained and then evaluated on a later date. All Marines have previously been taught these skills during entry level training, thus the expectation is that Marines have the ability to easily refresh and sustain these skills. However, if unable to pass, Marines will have multiple opportunities to remediate. Commanders have the entire calendar year to ensure their Marines train and pass all 30 of the skills, and will ensure that training is recorded. The 30 skills of BST Program are: Basic Infantry skills: Conduct observation Defend a position Describe the use of deadly force Employ a map and compass Handle detainees Identify anomalies Perform actions with a service rifle Perform immediate action upon contact with the enemy Perform weapons handling procedures with a service rifle Search an individual Stand a sentry post Visually identify indicators of improvised explosive devices Communications: Communicate using hand and arm signals Operate a VHF radio Submit a message First Aid: Apply a tourniquet Describe phases of tactical combat casualty care Treat a cold weather injury Treat a heat injury History: Identify significant events in Marine Corps history Identify the historical significance of Marine Corps uniform items Leadership: Apply the components of the decision cycle (OODA loop) Describe Marine air-ground task force organizations Describe operational security Describe stresses of combat Describe The Code of Conduct Describe rights of a prisoner of war Prepare for combat Uniform Code of Military Justice: Describe Article 15, Non-Judicial Punishment Describe Article 31, Rights of the Accused
COURSE DESCRIPTION: During this 8-week course, you will have a mix of classroom and field training. Emphasis is placed on learning field medicine by using the principles of Tactical Combat Casualty Care (TCCC). This includes familiarization with USMC organization and procedures, logistics, and administrative support in a field environment. Additionally, training will include general military subjects, individual and small unit tactics, military drills, physical training/conditioning, and weapons familiarization with the opportunity to fire the M16/M4 service rifle. Completion of FMST results in the student receiving Navy Enlisted Classification HM-L03A. See “Student Material” to download a copy of the Student Manual that you will use during your training. CONTENTS: 1. TCCC Guidelines for Medical Personnel, 15 December 2021, 19 pages 2. JTS Clinical Practice Guidelines, 2,222 total pages - current as of 16 December 2022 3. FIELD MEDICAL SERVICE TECHNICIAN FMST, 2021, 3,252 pages
Over 2,200 total pages !!! WARRANT OFFICER BASIC COURSE (WOBC) 1-18 INFORMATION Congratulations on your selection as a Warrant Officer of Marines. You are about to embark upon a truly remarkable journey as an officer of Marines. That journey begins with your successful completion of the Warrant Officer Basic Course (WOBC) at The Basic School (TBS) in Quantico, Virginia. Warrant Officers and Title 10: Warrant Officer (WO) is an appointed rank, vice a commissioned one. Chief Warrant Officers (Marine Gunners and Recruiting Officers) are commissioned. All Chief Warrant Officers and Warrant Officers must successfully complete the WOBC in order to retain their appointment or commission. Title 10 U.S.C. Section 1165 states: THE SECRETARY OF THE NAVY HAS THE AUTHORITY TO TERMINATE THE REGULAR APPOINTMENT OF ANY PERMANENT REGULAR WO AT ANY TIME WITHIN THREE YEARS AFTER THE DATE WHEN THE OFFICER ACCEPTED HIS ORIGINAL PERMANENT APPOINTMENT. A MARINE WHOSE APPOINTMENT IS TERMINATED MAY, UPON HIS REQUEST AND AT THE DISCRETION OF THE SECRETARY OF THE NAVY, BE ENLISTED IN A GRADE NOT LOWER THAN THAT HELD IMMEDIATELY PRIOR TO APPOINTMENT. THEREFORE, THE FIRST THREE YEARS AS A WO IS A PROBATIONARY PERIOD AND THE APPOINTMENT TO WO WILL BE TERMINATED IF A MARINE DOES NOT COMPLETE THE REQUIREMENTS OF THE WOBC. WOBC MISSION STATEMENT: Train and educate newly appointed warrant officers in the high standards of professional knowledge esprit-de-corps, and leadership required to transition from enlisted Marine to officer with particular emphasis on the duties, responsibilities and warfighting skills required of a provisional rifle platoon commander. The Warrant Officer Basic Course: The WOBC is an eighteen-week course that focuses on the transition from enlisted Marine to Marine officer. TBS and the WOBC focus on five horizontal themes that define expectations of all Marine Officers: (1) a man/woman of exemplary character, (2) devoted to leading Marines 24/7, (3) able to decide, communicate, and act in the fog of war, (4) a Warfighter who embraces the Corps’ warrior ethos, and (5) mentally strong and physically tough. The universal concept that Marine Officers must be able to assess situations, weigh the pros and cons of various decisions, make a decision, develop a plan, communicate that plan effectively, and supervise its execution is stressed and exercised throughout the course. The course will teach the science and art required for service of Marine Officers with an emphasis on decision making throughout. Provisional infantry and planning subjects are together used as the means or vehicle to teach and evaluate this process. Since all students are evaluated on leadership as Marine Officers; physical, mental, and emotional stress are incorporated throughout the course in order to evaluate the ability to lead in chaotic and stressful environments. Some individuals will be pushed close to their failing point, but the WOBC is designed to give students an opportunity to display positive leadership qualities in the face of adversity. The WOBC is not a “check in the block.” It is a course designed to provide students with the learning experiences necessary to effectively transition to service as a Marine Officer. Students who do not successfully complete the course face a variety of administrative actions, including repetition of the course, recycle to a six month lieutenant Basic Officer Course, revocation of appointment, or separation from the service. The WOBC curriculum is an academically rigorous, provisional infantry and staff planning based program of instruction (POI) which consists of approximately 935 hours of formal instruction. The POI includes classroom instruction, field exercises, sand table exercises, and discussion groups. Classroom instruction is designed around the flipped classroom model.
Over 2,300 total pages ... OVERVIEW Tactical Combat Casualty Care (TCCC) was developed to emphasize the need for continued improvement in combat pre-hospital care. The Committee on Tactical Combat Casualty Care (CoTCCC) was established in 2001 and is part of the Defense Health Board. CoTCCC is a standing multi-service committee charged with monitoring medical developments in regards to practice, technology, pharmacology and doctrine. New concepts in hemorrhage control, airway management, fluid resuscitation, analgesia, antibiotics and other lifesaving techniques are important steps in providing the best possible care for our Marines and Sailors in combat. The TCCC guidelines are published every 4 years in the Prehospital Trauma Life Support manual. It has been recognized that TCCC guidelines and curriculum will need to change more often than the 4-year cycle of the PHTLS textbook publication. The National Association of Emergency Medical Technicians (NAEMT) will include the updated TCCC guidelines and curriculum on its website as they are approved as a way to help get this new information out to the combat medical personnel in the military that need it. PRINCIPLES OF TACTICAL COMBAT CASUALTY CARE (TCCC) The principles of Tactical Combat Casualty Care are fundamentally different from those of traditional civilian trauma care, where most medical providers and medics train. These differences are based on both the unique patterns and types of wounds that are suffered in combat and the tactical conditions medical personnel face in combat. Unique combat wounds and tactical conditions make it difficult to determine which intervention to perform at what time. Besides addressing a casualty’s medical condition, responding medical personnel must also address the tactical problems faced while providing care in combat. A medically correct intervention at the wrong time may lead to further casualties. Put another way, “good medicine may be a bad tactical decision” which can get the rescuer and the casualty killed. To successfully navigate these issues, medical providers must have skills and training oriented to combat trauma care, as opposed to civilian trauma care. The specifics of casualty care in the tactical setting will depend on the tactical situation, the injuries sustained by the casualty, the knowledge and skills of the first responder, and the medical equipment at hand. In contrast to a hospital Emergency Department setting where the patient IS the mission, on the battlefield, care of casualties sustained is only PART of the mission. TCCC recognizes this fact and structures its guidelines to accomplish three primary goals: 1. Treat the casualty 2. Prevent additional casualties 3. Complete the mission In thinking about the management of combat casualties, it is helpful to divide care into three distinct phases, each with its own characteristics and limitations.
Field Manual (FM) 6-02, Signal Support to Operations, is the premier Signal doctrine publication, and only field manual. FM 6-02 compiles Signal Corps doctrine into three chapters with supporting appendices that address network operations in support of mission command and unified land operations and the specific tactics and procedures associated with organic and nonorganic Signal forces. The fundamental idea of Signal Corps tactics is the employment and ordered arrangement of Signal forces in a supporting role to provide LandWarNet across the range of military operations. The detailed techniques regarding the ways and methods to accomplish the missions, functions or tasks of the Signal Corps indicated in this FM will be addressed in supporting Army techniques publications (ATPs). Army forces operate worldwide and require a secure and reliable communications capability that rapidly adapts to changing demands.
Over 3,000 total pages ... Contents: FIELD MEDICAL SERVICE OFFICER STUDENT HANDBOOK FIELD MEDICAL SERVICE TECHNICIAN STUDENT HANDBOOK Version 4.1 Block 1 Student Outlines For Version 4.1 Block 2 Student Outlines For Version 4.1 FIELD MEDICAL SERVICE TECHNICIAN STUDENT HANDBOOK Version 4.0 FIELD MEDICAL SERVICE TECHNICIAN STUDENT HANDBOOK (June 2013) FMST STUDY GUIDE (2015) Fleet Medicine Pocket Reference 2016 MCRP 4-11.1D FIELD HYGIENE AND SANITATION PREVENTION AND TREATMENT OF FIELD RELATED INJURIES STUDENT HANDOUT CASUALTY EVALUATION AND EVACUATION STUDENT HANDOUT COMBAT LIFESAVER / TACTICAL COMBAT CASUALTY CARE STUDENT HANDOUT Combat Lifesaver / Tactical Combat Casualty Care Instructor Course Student Handbook Command Philosophy My philosophy is basic…provide the highest quality service possible to every person you encounter. We are an institution of higher learning; we need to be the best with everything we do. We are preparing the next generation of heroes for the greatest fighting force on the planet - the 8404 Hospital Corpsman assigned to the United States Marine Corps. They operate at the tip-of-the spear providing combat medicine to our operational forces; they are critical to the success of the Navy & Marine Corps Medicine Team. What each one of us does on a daily basis matters, regardless of our job. We all contribute to the mission. No one job is more important than the other. If just one link (team member) in this chain fails to perform a portion of the mission to standard, we all fail. You have the ability to make a positive difference in peoples’ lives every day. Every member of this team should ask themselves, “Am I living by our core values and making decisions that are consistent with these values when I interact with students, staff and the American public.” Key points: - Know your chain of command and how to use it. You have not exhausted your chain of command at FMTB-West until the issue reaches me. - If you are lacking something to perform your mission, bring it to the attention of leadership so we can promptly address it. - Any safety issue should immediately be brought to leadership. - Continually strive to improve processes; ask for help before it’s too late (in all aspects of your life and career). - If you see a problem, fix it or bring it to the attention of someone who can. Don't ignore it. - Supporting each other is just as important as supporting the mission. - Continue the relentless pursuit of customer satisfaction; feedback is a valuable tool in life and career. - Basic military courtesy should be a part of everyday life. - Always strive to do the right thing, even when no one is looking or when tempted to take the “easy” wrong. As a leader, I believe all members of the team are important. Our civilian shipmates are essential to the success of our mission. As a military leader, I believe, as the Sailor creed says, “I proudly serve my country's Navy combat team with Honor, Courage and Commitment. I am committed to excellence and the fair treatment of all”. I cannot over emphasize the importance of leadership from E-1 to O-6, everyone has a part; I expect officers to lead from the front by setting the example. Be sure that regularly scheduled performance counseling sessions are conducted for military and civilian employees. Cover the good which should be sustained as well as the areas which need improvement. Although I like to be informed, I believe in allowing leaders to lead, managers to manage. A big part of my job is to provide you the support systems necessary for you to accomplish your mission. Tell me what you need and don't worry how it will be resourced. Let me worry about that.