This article describes how the 1st Infantry Division and select subordinate units built and sustained mission command readiness while providing a forward-deployed headquarters in support of USAREUR’s Operation ATLANTIC RESOLVE.
Organizations that maintain good strengths, weaknesses, opportunities, and threats analyses can pivot when the environment changes and an unexpected challenge presents itself. This document outlines the Medical Readiness and Training Command’s (MRTC) seamless pivot from planning and performing large-scale medical collective training events to leveraging core competencies to continue to enable the Department of Defense’s ready medical force through observation, analysis, and entry of lessons learned into the Joint Lessons Learned Information System.
Fort McCoy developed and implemented a series of COVID-19 risk-mitigation protocols that set conditions to enable safe and effective training to resume on the installation, resulting in the successful training of thousands of military personnel through the summer of 2020. This publication is about Fort McCoy's leadership, specifically the garrison commander and his staff, following Army guidance to create safe, effective, and innovative policies and practices that significantly mitigated the COVID-19 risks for its training populations.
This article delivers an unaltered, non-attributional list of trends and recommendations for improvement based on the mid-rotational intelligence warfighting function after action review (AAR) comments gathered during six rotations. The majority of the AAR comments can be grouped into three distinct categories: communication, transitions, and information collection.
Exercise SABER STRIKE is a U.S.-led multinational exercise involving 19 North Atlantic Treaty Organization (NATO) allies and partners. The exercise is conducted throughout the Baltic region and Poland. During Exercise SABER STRIKE 18, the 30th Medical Brigade liaison officer was assigned to the land component command and multinational patient evacuation and coordination cell to ensure synchronization among the medical brigade, corps, and multinational staffs.
In February 2020, female Soldiers from the 114th Military Police (MP) Company, 112th MP Battalion, and 66th Troop Command within the Mississippi Army National Guard in direct support of the Directorate of Emergency Services within Area Support Group-Kuwait, conducted a train the trainer event for the incoming instructors of the Kuwaiti Police Special Forces Female Very Important Person (VIP) Protection Team at the Kuwait Ministry of Interior.
To assess interoperability progress and inform resource allocation decisions, the Army developed an Army Interoperability Measurement System (AIMS) which measures interoperability levels among the U.S. Army and its partners. The AIMS is scalable, focused, strategic-to-tactical, linked to interoperability plans, and it has bilateral, cross component, and joint utility. With sound concepts, linkages, processes, and AIMS in place, the Army can design and implement training exercises that, foremost, train U.S.
Like many other civilian academic institutions and military training centers, the U.S. Military Academy (USMA), located in West Point, New York, was impacted by the coronavirus pandemic which also affected the entire world in the spring of 2020. The USMA staff quickly initiated planning to develop a response to COVID-19. Planning resulted in a campaign plan that focused on four major key tasks: return and reception of the graduating class of 2020, the graduation of the class of 2020, subsequent cadet summer training, and activities surrounding the reception of the new Plebe class in