Provincial reconstruction teams (PRTs) were established as a result of the need to develop the infrastructure necessary for the Afghan and Iraqi people to succeed in a post-conflict environment. The efforts of PRTs take place every day during a time when major conflict is commonplace in both countries. PRTs have become an integral part of the long-term strategy to transition the lines of security, governance, and economics to the indigenous people. Integrated appropriately, PRTs serve as combat multipliers for maneuver commanders engaged in governance and economics, as well as other critical lines of operation. In addition, PRTs serve as force multipliers for U.S. Government (USG) development agencies engaged across the stability and reconstruction sectors.
The first 100 days of any deployment are the most dangerous. It is the time when you know the least about your environment, the time when most of the team really comes together. The enemy knows the first 100 days are when units are the most vulnerable. This handbook is written for Soldiers and leaders. It is intended to help you accomplish your mission and stay alive during the most dangerous and uncertain period. The information presented in this handbook was collected from combat experienced Soldiers, company leaders, and battalion leaders, and it will help you develop your leadership and training skills before deployment and during the first 100 days after deployment.
This publication presents a doctrinal framework for kill box employment procedures across Service and/or functional components within a joint environment. A kill box is defined in Joint Publication (JP) 1-02, Department of Defense Dictionary of Military and Associated Terms, as: “A three-dimensional area reference that enables timely, effective coordination and control and facilitates rapid attacks.” Although a definition exists, there is no formal kill box doctrine or tactics, techniques, and procedures.
ESO Resource Management
* New Statement of Work for FY10 MIPRs
* FY10 funds are provided for program management, to include serving as the central point of contact to coordinate all environmental acquisition and logistics sustainment issues for [your command], participating on the EQT P2TT, coordinating bi-annual AERTA reviews, participating in technology project development and technology management plan reviews, providing direct support and coordination with supported PEOs/PMs, serving on environmental management teams and participating in programmatic and management review meetings as required by the Director, ESO and the Director, EALSP.
* FY10 funding levels similar to FY09
* CRA funding (~15%) has been distributed
* This is all we could get at RDECOM
* FY09 funding status
• The move will be transparent to the Soldiers engaged in combat operations and the civilians supporting them.
• We will do everything in our power, as limited by law, to mitigate the professional and personal turbulence of those members of the workforce that choose to move.
• We will do everything in our power, as limited by law, to assist the transition of the workforce that decides not to move.
• We will preserve and the culture, history and esprit de corps of the C4ISR Mission at Fort Monmouth.
The number of those estimated to perish during another pandemic influenza (PI) event in the United States (US) may be between 5%- 7% of the infected population (infected population est. to be 25%) or 3,612,500 – 5,057,500 respectively1. Governmental authorities, primarily the medical examiner/coroner (ME/C), law enforcement, public health, and associated death care professionals, will not only need to manage these fatalities but also the 2.4 million deaths that occur annually.
Medical Simulation Training Center (MSTC) Systems are an Army training asset, with a regional training requirement, located at Installations, delivering effective medical training with a standardized training platform for both classroom and simulated battlefield conditions, to better prepare Soldiers for application of medical interventions under combat conditions.
Access to the Intelligence Enterprise is through the Distributed Common Ground System-Army (DCGS-A). This Commander’s Handbook is an overview of the capabilities DCGS-A is providing to the commander. It addresses the benefits of employment of DCGS-A as a whole, rather than any particular fielded version. DCGS-A, as a component to the DoD Distributed Common Ground/Surface System Mission Area program, is greatly contributing to the Joint and combined Warfighter needs.
Soldiers and Families (Active, Reserve and National Guard) are being negatively affected by the National Housing Market Crisis. This crisis can impact a Soldier’s ability to sell, purchase, or rent their homes during permanent change of station (PCS) transfers, thus, leaving the Soldier with financial and/or Family separation challenges. Many Soldiers feel they have only two options, taking drastic financial actions or becoming geographical bachelors.
Survivability/Lethality Analysis Directorate
Information Assurance (IA)/Computer Network Operations (CNO)
-Threat Computer Network Operations
-IA/CNO Mitigation recommendations
THE PURPOSE OF THE SPAP IS TO PROVIDE PROPER TRAINING AND OVERSIGHT OF ARMY SUICIDE PREVENTION PROGRAM (ASPP) ACTIVITIES. ARMY COMMAND (ACOM), ARMY SERVICE COMPONENT COMMAND (ASCC) AND DIRECT REPORTING UNIT (DRU) COMMANDERS SHOULD USE APPENDIX D OF THE ACPHP (INSTALLATION, GARRISON, AND MTF COMMANDER CRITICAL ACTION/TASKS) IN THE FORMULATION OF THEIR SPAP, AS WELL AS GUIDANCE PROVIDED IN AR 600-63.
An “organizational conflict of interest” exists when a contractor is or may be unable or unwilling to provide the government with impartial or objective assistance or advice; and may result when factors create an actual or potential conflict of interest on a current contract or a potential future procurement.
The SI definition, a prefix used to form decimal submultiples of the SI unit “meter”, designating a factor of 10-9 denoted by the symbol “n”. (2) Pertaining to things on a scale of approximately 1 to 100 nanometers (nm). (3) A prefix referring to an activity, material, process or device that pertains to a field of knowledge defined by nanotechnology and nanoscience.
The Center for Army Lessons Learned recently deployed a Collection and Analysis Team (CAAT) into Iraq to look at Military Police (MP) operations in support of the maneuver commander in Counterinsurgency (COIN) operations and to support a Chief of Staff of the Army (CSA) requirement to look at developing an organization whose mission it is to assist a developing country in professionalizing its police forces and establishing rule of law.
On June 11, 2009, the World Health Organization (WHO) raised the worldwide pandemic alert level to Phase 6 in response to the ongoing global spread of the novel influenza A (H1N1) virus. A Phase 6 designation indicates that a global pandemic is underway. More than 70 countries are now reporting cases of human infection with novel H1N1 flu.
Product Manager Command, Control, Communications, Computers, Intelligence, Surveillance, Reconnaissance (C4ISR) On-The-Move (PM C4ISR OTM), is a Research, Development and Engineering Command (RDECOM) Communications-Electronics Research, Development and Engineering Center (CERDEC) organization, chartered in June 2006 to perform integrated C4ISR System of Systems (SoS) Live/Virtual/Constructive (L/V/C) technology demonstrations on a year-round basis.
Mortuary Affairs – Is USNORTHCOM and the Department of Homeland Security Positioned for Contaminated Mass Fatality Management?
The Global War on Terrorism has emphasized homeland defense and security as a priority for the Nation. U.S. Northern command (USNORTHCOM) recently attained its initial operational capability as the Department of Defense executive agent for Homeland Defense. Terrorists have demonstrated the ability and willingness to obtain and use Weapons of Mass destruction to further their goals.
OSINT operations are integral to Army intelligence operations. Directly or indirectly, publicly available information forms the basis of all intelligence operations and intelligence products. The availability, depth, and range of publicly available information enable intelligence organizations to satisfy many intelligence requirements without the use of specialized human or technical means of collection.
The 11 Star Memo, signed in 2005 By CGs FORSCOM, AMC and TRADOC also addressed this gap with specific recommendations to “Realign CONUS DOIMS from IMA to NETCOM for a more unified support similar to OCONUS; optimize C2 for IT management; provide central oversight for IT resources and support; provide MACOMs single POC; and provide adequate investment in DOIM operations” CSA has specifically directed that “ protecting the Army’s networks is not just G6 or G3 business, but rather it is Cdr’s business at all levels (MSG 161304Z Aug 04). Yet, there is no single commander responsible for security and quality of service ensuring CONUS LWN capabilities are prioritized and available to support warfighting, business, and intelligence domains. And, no one is responsible to represent the Information Needs of the Unit and User through all Operational Phases and ensure access to the global collaborative environment.
Recent involvement by the U.S. military with hurricane relief and comments by the President on expanding the DOD’s role in disaster relief indicates increased missions for an already stretched military. The next national disaster facing the U.S. could be an influenza pandemic. The bird flu virus H5N1 currently threatening Asia and Europe can potentially mutate into a deadly human influenza pandemic with global consequences. The last major flu pandemic in 1918 killed 50 million people worldwide and 600,000 in the U.S. alone. The United States is not prepared for a human pandemic and the military will have a significant role in any national response. While some departmental level planning has been accomplished recently, interdepartmental coordination and clear identification of the lead federal agency is still lacking. This project explains possible effects of a pandemic on the U.S. and current responsibilities of federal departments involved in disaster relief. Analysis is presented on the evolving role the DOD plays should this event become reality and finally recommends preparations that should be accomplished to prepare the nation for this very real threat. An ad-hoc approach to a pandemic will have severe negative and far reaching affects on our nation and must be avoided.
This regulation provides Army policy and guidance for establishing civilian inmate labor programs and civilian prison camps on Army installations. Sources of civilian inmate labor are limited to on– and off–post Federal corrections facilities, State and/or local corrections facilities operating from on–post prison camps pursuant to leases under Section 2667, Title 10, United States Code (10 USC 2667), and off–post State corrections facilities participating in the demonstration project authorized under Section 1065, Public Law (PL) 103–337. Otherwise, State and/or local inmate labor from off–post corrections facilities is currently excluded from this program.
These regulations conform to regulations of the United States Departments of Health and Human Services; Agriculture; Treasury; Interior; and Commerce. The regulations are intended to prevent the introduction and dissemination, domestically or elsewhere, of diseases of humans, plants and animals, prohibited or illegally taken wildlife, arthropod vectors, and pests of health and agricultural importance. Introduction and dissemination may occur by movements of vessels, aircraft, or other transport of the Armed Forces arriving at or leaving Armed Forces installations in the United States and foreign countries or ports or other facilities under the jurisdiction of the above Federal agencies in the United States and its territories, commonwealths, and possessions.