Chapter 5
Functions of Sustainment
This chapter explains in greater detail, the functional elements of the sustainment WFF. The sustainment WFF is the related tasks and systems that provide support and services to ensure freedom of action, extend operational reach, and prolong endurance. This chapter explains the basic building blocks of sustainment, with its elements, fundamentals, and main activities. The broad functional areas were outlined and defined in Chapter 1.
Supply And Field Services
5-1. Supply and Field Services are essential for enhancing Soldiers quality of life. Supply provides the materiel required to accomplish the mission. Field service provides life support functions, including field laundry, showers, light textile repair, FP, MA, aerial delivery support, food services, billeting, and sanitation.
Fundamentals of Supply Operations
5-2. Supply operations include the requisitioning, receipt, storage, issue, distribution, protection, maintenance, retrograde, and redistribution of supplies. Levels of supply are broadly classified under the levels of war as tactical, operational, and strategic.
l Tactical level supplies are those items provided to and carried within each maneuver or support brigade to sustain operational endurance. They also consist of those supplies held by Sust Bdes to provide area support.
l Operational supplies are theater stocks positioned to replenish tactical stocks, when strategic replenishment is not feasible.
l Strategic supplies are items under the control of strategic managers and are available for worldwide materiel release. These supplies are considered inventory in motion and part of the distribution system.
5-3. Supply operations with total asset visibility enablers merge the tactical, operational, and strategic levels into a seamless supply system. The automated management systems allow units to place their requests and assists sustainment units in providing responsive support in a timely manner. Table 5-1 lists the U.S classes of supply.
5-4. While munitions is a class of supply, it is unique due to the complexities of activities associated with its handling. Munitions are a dominant factor in determining the outcome of full spectrum operations. Munitions provide the means to defeat and destroy the enemy. Planning munitions support is considered and synchronized from strategic to tactical levels. The results of planning and integrating munitions operations is to ensure munitions arrive in the right quantities and proper types where and when needed.
5-5. The ASCC has overall responsibility for in-theater receipts, accountability, and management of munitions stocks. The ASCC is also responsible for establishing a Theater Support Area and Ammunition Supply Points (ASPs). It is also responsible for coordinating distribution between storage sites, forward Ammunition Transfer and Holding Point (ATHP), and direct issue to using units on an area support basis.
5-6. The ASP is run by an ordnance company assigned to a sustainment brigade. ASPs receive, store, issue, and maintain a one- to three-day supply of ammunition to meet a routine surge and emergency requirements for supported units. ASP stockage levels are based on tactical plans, availability of ammunition, and the threat to the supply operations.
5-7. ATHPs are the most mobile and responsive of all ASAs. Each BCT and selected support brigades are authorized an ATHP. It is located within the brigade support area (BSA) and is manned and operated by the ATHP section of the BSB distribution company. See FM 4-30.13 for more details of munitions support.
Table 5-1 Classes of Supply
Fundamentals of Field Services
5-8. Field services provide quality of life for Soldiers. Field services are made up of six functions discussed below.
Shower and Laundry
5-9. Shower and laundry capabilities resident within the Field Services Company are provided from the Sust Bdes for supported units as far forward as possible. The mission is to provide Soldiers a minimum of one weekly shower and up to 15 pounds of laundered clothing each week (comprising two uniform sets, undergarments, socks, and two towels). Shower and Laundry Clothing Repair Teams from the modular Quartermaster Field Services Company can be moved forward to provide field services for the BCT. The laundry and shower function does not include laundry decontamination support (see FM 3-11.5).
Food Preparation
5-10. Food preparation is a basic unit function and one of the most important factors in Soldier health, morale, and welfare. Virtually every type of unit in the force structure has some organic food service personnel.
5-11. The field feeding system assumes use of Meals Ready to Eat (MREs) for the first several days following deployment, followed by transition to prepared group feeding rations. The theater initially transitions from MREs to Unitized Group Rations. Then, as the operational situation permits, A-rations (fresh foods) are introduced into theater. This requires extensive sustainment expansion since it requires refrigeration, storage, distribution, and ice making. The standard is to provide Soldiers at all echelons three quality meals per day. Proper refuse and waste disposal is important to avoid unit signature trails and maintain field sanitation standards. See FM 4-20.2 for more details.
Water Production and Distribution
5-12. Water is an essential commodity. It is necessary for hydration, sanitation, food preparation, medical treatment, hygiene, construction, and decontamination. Support activities, such as helicopter maintenance, FP, and operation of medical facilities, consume large volumes of water. Classification of the water function is somewhat different from other commodities; it is both a field service and a supply function. Water purification is a field service. Quartermaster supply units normally perform purification in conjunction with storage and distribution of potable water which are supply functions. It is the users’ responsibility to determine potable water requirements and submit them through supply channels.
5-13. Water supply units perform routine testing. However, water quality monitoring is primarily the responsibility of preventive medicine personnel of the MEDCOM (DS). The command surgeon ensures the performance of tests associated with water source approval, monitoring and interpreting test results. Each service provides its own water resource support. Typically, the Army, as directed by the JFC, provides support in a joint operation. AR 700-136 details the responsibilities of Army elements for water support.
5-14. Engineers play a major role in providing water to Army forces. They are responsible for finding subsurface water, drilling wells, and constructing, repairing, or maintaining water facilities. Geospatial engineers generate, manage, and analyze hydrologic data and work together with ground-survey teams and well-drilling teams to locate water sources.
5-15. The quantity of water required depends on the regional climate and the type and scope of operations. Temperate, tropic, and arctic environments normally have enough fresh surface and subsurface water sources to meet raw water requirements for the force. In arid regions, providing water takes on significantly greater dimensions. Soldiers must drink more water. Water requirements are significantly greater in areas, where demand is heavy for aircraft and vehicle washing, medical treatment, laundry and shower facilities, and where construction projects are conducted.
5-16. I/R operations may require a large amount of unanticipated bulk water consumption. Units must consider the potential absence of water capability in enemy units and the requirement for on-site sanitation, shower, delousing, and medical support for in-coming detainees. Since water is a critical commodity in arid regions, managers must strictly control its use. Commanders must establish priorities.
5-17. Because of the scarcity of potable water in some contingency areas, water support equipment may be prepositioned afloat. This allows initial support to a contingency force. Additional water equipment is available in CONUS depots to sustain operations. Most of this equipment is packaged for tactical transportability. Its configuration allows for throughput to the user with minimal handling in the AO.
Clothing and Light Textile Repair
5-18. Clean, serviceable clothing is essential for hygiene, discipline, and morale purposes. During peacetime, fixed facilities or field expedient methods normally provide clothing repair for short-duration exercises. During combat operations, they are provided as far forward as the brigade area.
5-19. Forces receive clothing support from a combination of units, HNS, and contractors. In low levels of hostilities, HNS and contractors may provide much of this support. LOGCAP offers considerable capability during the early deployment stages. A field service company provides direct support at the tactical level. The company has the modular capability of sending small teams as far forward as desired by the supported commander.
Aerial Delivery
5-20. Aerial delivery equipment and systems include parachute packing, air item maintenance, and rigging of supplies and equipment. This function supports both airborne insertions and airdrop/airland resupply. Airborne insertion involves the delivery of fighting forces, along with their supplies and equipment, to an objective area by parachute. Airdrop resupply operations apply to all Army forces. The airdrop function supports the movement of personnel, equipment, and supplies. It is a vital link in the distribution system and provides the capability of supplying the force even when land LOCs have been disrupted or terrain is too hostile, thus adding flexibility to the distribution system.
5-21. USAMC manages most airdrop equipment and systems (ADES). It maintains the national inventory control point and national maintenance point for ADES. At the operational level, the airdrop equipment repair and supply company provides supply and maintenance support to airdrop supply companies.
5-22. Aerial delivery support (ADS) companies provide airdrop resupply support in the corps/division area. They also provide personnel parachute support to units such as airborne and long range surveillance units. If the corps cannot support an airdrop request, it passes the request to a Sust Bde at theater level. Heavy Airdrop Supply Companies provide theater level support. Most of the supplies used for rigging by the ADS Company come directly from strategic level, bypassing the Airdrop Equipment Repair and Supply (AERS) Company. The AERS Company provides airdrop equipment supply and maintenance for the Heavy Airdrop Supply Company.
5-23. Airdrop resupply support must be flexible. Certain contingencies may require airdrop resupply from the beginning of hostilities. However, the requisite airdrop support structure is not likely to be in place due to other deployment priorities. In such cases, the operational commander should consider having a portion of the airdrop supply company deploy to the depot responsible for supply support to the contingency area. If forces require airdrop resupply before airdrop support units deploy to the theater, the units may rig supplies for airdrop at the depot. Supplies can then be flown directly to the airdrop location.
Mortuary Affairs (MA)
5-24. The MA program is a broadly based military program to provide for the necessary care and disposition of deceased personnel. Each service has the responsibility for returning remains and personal effects to CONUS. The Army is designated as the EA for the Joint MA Program. It maintains a Central Joint MA Office and provides general support to other services when requirements exceed their capabilities. The MA Program is divided into three subprograms:
l The Current Death Program provides mortuary supplies and associated services for permanently disposing remains and personal effects of persons for whom the Army is or becomes responsible.
l The Graves Registration Program provides search, recovery, initial identification, and temporary burial of deceased personnel in temporary burial sites. It also provides for the maintenance of burial sites and for the handling and disposing of personal effects.
l The Concurrent Return Program is a combination of the Current Death and Graves Registration Programs. This program provides for the search, recovery, and evacuation of remains to collection points and further evacuation to a mortuary. It provides for identification and preparation of remains at the mortuary and shipment to final destination as directed by next of kin.
5-25. MA units operate theater collection points, evacuation points, and personal effects depots. MA personnel initially process remains in theater. A MA Decontamination Collection Point may become operational whenever the threat of CBRN warfare exists. They then arrange to evacuate remains and personal effects, usually by air, to a CONUS POD mortuary. CONUS POD mortuaries provide a positive identification of the remains and prepare them for release in accordance with the desires of next of kin. MA processing points include mortuary affairs collection points (MACPs), theater mortuary evacuation points, mortuary affairs decontamination collection points, temporary interment sites, ID laboratories, and a port mortuary.
5-26. When directed by the CCDR, MA units establish cemeteries and provide for temporary interment of remains. MA units may also operate in-theater mortuaries, but they require personnel and equipment augmentation or HNS for embalming and other procedures (see JP 4-06 and FM 4-20.64).
5-27. A process and location for evacuation of personnel remains and equipment must be established. The responsibility for manning and running this activity must be done by the service responsible for the theater and have coordination and automation capability to process actions in the personnel automation systems as well as logistical systems. All personnel have clothing and other issue documents that must be cleared as well as personal effects that must be inventoried, cleaned, disposed of, and entered back into the system for issue. This is normally done by units, but also done at the Joint Personnel Effects Depot for those killed in action as well as wounded in action that have been evacuated and separated from their equipment.
5-28. Army transportation units play a key role in facilitating force projection and sustainment. Army transportation ensures that Army and joint forces that are projected globally are able to be sustained in operations. Transportation operations encompass the wide range of capabilities provided by transportation units and Soldiers. In joint operations, Army transportation units provide the full range of capabilities needed to allow joint and Army commanders to achieve operational objectives.
Fundamentals of Transportation Management
5-29. The Army transports personnel, cargo, and equipment by motor, rail, air, and water with organic or contract assets. While each situation may not be conducive to using a particular mode, the Army must be able to manage, operate, and supervise these modes of transport. Mode platforms include trucks, trains, containers, flatracks, watercraft, aircraft, and host nation assets. To successfully execute force projection operations and extend operational reach and endurance, Army transportation units must execute the following functions: movement control, terminal operations, and mode operations (see FM 55-1).
Movement Control
5-30. Movement control is the planning, routing, scheduling, controlling, coordination, and in-transit visibility of personnel, units, equipment, and supplies moving over line(s) of communication (LOC) and the commitment of allocated transportation assets according to command planning directives. It is a continuum that involves synchronizing and integrating sustainment efforts with other programs that span the spectrum of military operations. Movement control is a tool used to help allocate resources based on the CCDR’s priorities and to balance requirements against capabilities (FM 4-01.30).
5-31. The five basic principles of movement control provide a basis for all transportation operations. These principles are:
l Centralized Control and Decentralized Execution. Centralized Control means that a focal point for transportation planning and resource allocation exists at each level of command involved in an operation. Decentralized execution of transportation missions means terminal and mode operators remain free to assign and control the specific transportation assets that will meet the requirement.
l Regulated Movements. Movement control authorities regulate moves to prevent terminal and route congestion and scheduling conflicts among Service components.
l Fluid and Flexible Movements. Transportation systems must provide the uninterrupted movement of personnel, supplies, and services. To do this, the system must be capable of rerouting and diverting traffic.
l Effective Use of Carrying Capacity. This principle is simple: keep transportation assets fully loaded and moving as much as the tactical situation permits.
l Support Forward. Support forward is throughput, which means rapid delivery of supplies and personnel as far forward as possible. It is dependent on fast, reliable transportation to move supplies and personnel as far forward as the tactical situation requires and permits.
Mode Operations
5-32. Mode operations and movement control elements working together match up the correct asset capability depending on cargo characteristics and required delivery time. Movement control sections coordinate transportation assets. When allocated, Army aviation assets for sustainment support direct coordination between the MCB and the Aviation Brigade is vital in providing responsive support. Requests for use of Air Force fixed winged aircraft for sustainment resupply requires coordination between the MCB and the theater airlift liaison officer. Airlift providers may be the Army, Navy, Air Force, MNFs, host nation military, or commercial aircraft.
Motor
5-33. Army motor transportation provides essential distribution capabilities for Army organizations. Army transportation units are the single largest provider of land surface movement within joint forces. Motor transportation includes organic, host nation, and contracted resources.
Rail
5-34. Rail is potentially the most efficient ground transportation method for hauling large tonnages. The Army has limited railway operating, construction, and repair capabilities. Rail capability may be provided through HNS. The Army augments HNS by providing personnel resources.
Air
5-35. Airlift is a mode of transportation. Wide-ranging sustainment needs within a theater require Air Force and Army airlift assets to support. Army utility helicopters provide support at the through movement control channels in response to mission requirements and the commander's priorities. Likewise, the U.S. Air Force provides intratheater airlift to all services within a theater through an allocation process on a routine basis or provides immediate support to operational requirements. While airlift is the preferred method of delivery, airdrop is a field service that can provide additional flexibility. It makes possible rapid resupply of critical items over extended distances directly to or near forward units.
Water
5-36. Army watercraft is a component of intratheater transportation. It can augment other modes when integrated with appropriate terminal operations or may be the primary means of transport in specific areas in a theater. Army watercraft move materiel and equipment over inland waterways, along theater coastlines, and within marine terminals. Their primary role is to support cargo discharge from strategic lift assets, conduct onward movement, and provide distribution of cargo and equipment from the SPOD to inland terminals and austere delivery points or retrograde materiel from those areas.
5-37. Watercraft can perform utility missions including patrolling, salvage, ship-to-shore transport of personnel, and harbormaster duties. Although not an Army watercraft mission, they can perform limited docking and undocking services for strategic transport vessels when required. The watercraft fleet consists of a variety of vessels such as landing craft, tug boats, floating cranes, barges, causeways, and associated equipment. Army watercraft are organized into companies and detachments which can operate under a variety of command relationships (such as attached to a Transportation Terminal Battalion or SDDC units (see FM 55-80).
Terminal Operations
5-38. Terminal operations are key elements in Army force projection operations and support endurance and reach operations. They provide loading, unloading, and handling of materiel, cargo, and personnel between various transportation modes. When linked by the modes of transport (air, rail, and sea), they define the physical network for distribution operations. Successful force projection operations require early identification and establishment of terminals.
5-39. Well established terminal operations are essential in supporting deployment, reception, staging, and onward movement and sustainment of the force. Crucial to the successful execution of the terminal/nodal operation is the assignment of the right personnel, cargo, and material handling equipment at each terminal. ITV of materiel moving through the transportation system also provides the GCC with information pertaining to location and destination of all cargo and equipment. There are two types of terminal/nodal operations: marine and inland.
Marine Terminals
5-40. The type, size, number, and location of military marine terminals selected for use, dictate the number and types of units needed to sustain theater support requirements. Using small or geographically dispersed terminals may be necessary for flexibility and survivability. However, this creates a greater need for C2 organizations. A fixed-port facility operated by a HN under contract may only require a contract supervision team. A similar facility operated as a military marine terminal may require a terminal battalion. Fixed-port facilities are designed for oceangoing vessel discharge operations and port clearance. These facilities have sufficient water depth and pier length to accommodate deep-draft vessels. They also have highly sophisticated facilities, equipment, and organization to effectively support cargo discharge and port clearance operations (see FM 55-60). Marine terminals consist of three types of facilities :
l Fixed-port facilities. Fixed-port terminals are an improved network of cargo-handling facilities designed to transfer oceangoing freight. These terminals are located worldwide. At these facilities, deep-draft oceangoing vessels berth themselves along a pier or quay and discharge cargo directly onto the pier. Most cargo is moved into in-transit storage areas to await terminal clearance. Selected cargo may be discharged directly to land transport.
l Unimproved port facilities. The predominant characteristics of an unimproved port facility are insufficient water depth, insufficient pier length to accommodate oceangoing cargo vessels, and inadequate clearance network. As a result, shallow-draft lighterage must be used to discharge oceangoing vessels anchored in the stream. Other facilities may be available, but they are generally inadequate for cargo discharge operations on a scale associated with a fixed port. In most instances, U.S. Army terminal service units using equipment organic to their TOE operate unimproved port facilities. These terminals are established or used when developed fixed-port facilities are not available or are inadequate to support the workload (see FM 55-60).
l Bare beach facilities. A bare beach facility best fits the perceived definition of a LOTS operation. In a bare beach facility, Army lighterage is discharged across a beach. Normally no facilities, equipment, or infrastructure are available to support cargo loading, discharge, or port clearance operations. The terminal service and watercraft units must rely exclusively on equipment organic to their TOE or from supporting engineer units (see FM 55-60).
Inland Terminals
5-41. Inland terminals provide cargo transfer facilities. These include air, motor transport, inland waterway, and rail:
l Air. Air cargo transfer takes place at common-use APODs and service controlled airfields and landing strips throughout the theater. A capability assessment should be conducted for each airfield to determine the maximum aircraft on the ground (MOG) that can be parked (called parking MOG) and the number and type of aircraft that can be worked (called working MOG) with available personnel, MHE, and ramp space.
l Motor transport. Distribution terminals of Centralized Receiving and Shipping Points are normally located at both ends of a line-haul operation. They form the connecting link between local hauls and the line-haul service. They may also be located at intermediate points along the line-haul route where terrain necessitates a change in type of carrier.
l Inland waterway. Inland waterway terminals are limited by the size and configuration of the terminal, types of watercraft, and capabilities of the unit’s cargo handling equipment.
l Rail. Rail terminals may include yard tracks, repair and servicing facilities, train crew accommodations, and railheads. They are located at originating and terminating points and at sites that mark the limits of rail operations. A railhead can be any size yard or terminal on or at the forward end of a military railway where personnel, supplies, and equipment are transferred to other modes of transportation.
Container Management
5-42. USTRANSCOM has designated SDDC as the global container manager (GCM), to include the authority over execution of container policy across Services as coordinated with a GCC’s concept of operations and support. SDDC issues, numbers, and maintains the register of all USAMC DOD-owned inter-modal containers and ISO-configured shelters by DOD Activity Address Code and type container (see FM 4-01.52).
5-43. SDDC provides a theater container database that monitors the inventory, management, and accountability of all containers via the Container Management Element. It also uses automated information systems to monitor movement of containers throughout the theater. The GCM manages, monitors, reports, and provides asset visibility of DOD-owned, leased, and commercial inter-modal surface shipping platforms and containers while in the Defense Transportation System. They provide data expertise to the Army for determining container and container handling equipment requirements to support Army and joint forces contingency, exercises, and peacetime operations.
Containerization
5-44. Containerization facilitates and optimizes cargo carrying capabilities via multiple modes of transport (sea, highway, rail, and air) without intermediate handling of the container’s contents. This decrease in time, MHE, personnel, and handling ensures rapid deployment and cargo integrity during shipment. The standardization of the container has facilitated the ease of handling associated with the ISO container and associated MHE. This method of cargo distribution provides fast and flexible preparation, employment, deployment, and sustainment of forces in a theater of operations and extends operational reach. Containerization provides minimum obstructions to the deployment throughput and facilitates unit integrity and cargo security, while enabling container tracking and cargo ITV.
5-45. Service components must plan for theater reception, staging, onward movement, and integration plans. They must include in their plans, methods for container and pallet management and control. When planning to use DOD-owned, Service-owned, or leased containers, the following factors must be considered:
l Availability and location of containers.
l Time and resources required.
l Original out load capability.
l Theater infrastructure/Force structure.
l Availability of MHE at shipping point and at destination.
l Tracking capability, labeling and marking of owner/addressee and destination.
l Method of securing container (lock or serial band).
5-46. A critical node for containerized cargo is the initial entry container control site. This site may be a sea port, aerial port, or rail head. Another critical area of cargo transfer ashore is during LOTS, the shore operations at the beach. At both locations, the container control site will receive, identify, and direct inland distribution and retrograde of containers. The ability of control site personnel to rapidly identify the sender address and the receiver address is the primary enabler of a rapid and successful mission for the force.
5-47. To avoid having large quantities of government-owned containers on hand, the strategy requires partnering with commercial container leasing companies to ensure that leased containers are made available to support military missions which are then staged at depots and power projection platforms in accordance with specific timelines. As operations stabilize, a trans-load operation can commence when directed by the Joint Task Force or CCDR. This would allow government-owned and government-leased containers being used for storage to remain in place, while using ocean carrier provided containers to resupply and sustain operations. These carrier-provided containers would then be unloaded and returned to the carrier within the allotted free time. It is anticipated that these containers will also be used for retrograde operations. Deployment, redeployment, and force rotation requirements will continually be met primarily with government-owned or government-leased containers.
5-48. Current operations resulted in containers being used for non-traditional/non-commercial transportation purposes, such as long-term storage. Future contingencies are expected to be characterized by similar indefinite durations in austere environments. The commercial practice of using ocean carrier provided containers that must be unloaded and returned within a specific time period does not support combat operations and results in high detention costs. Container usage in future contingencies must be addressed in the planning stage in order to minimize cost while supporting mission requirements.
5-49. Maintenance is performed at the tactical through strategic levels of war. The Army’s two levels of maintenance are field maintenance and sustainment maintenance (see FM 4-30.3).
Fundamentals of Army Maintenance
5-50. Field maintenance is repair and return to user and is generally characterized by on-(or near) system maintenance, often utilizing line replaceable unit, component replacement, battle damage assessment, repair, and recovery. Field level maintenance is not limited to remove and replace but also provides adjustment, alignment, and fault/failure diagnoses. Included in field maintenance is the scheduled service/condition based maintenance required on equipment in accordance with the specified technical manual, to include preventative maintenance checks and services. Field maintenance is performed at all levels of the Army and most units have at least some organic field level maintenance capability. Sustainment maintenance is characterized by “off system” component repair and/or ”repair and return to supply system.” The sustainment maintenance function can be employed at any point in the integrated logistics chain. The intent of this level is to perform commodity-oriented repairs on all supported items to one standard that provides a consistent and measurable level of reliability.
Field Maintenance
5-51. Field maintenance is focused on returning a system to an operational status. The field maintenance level accomplishes this mission by fault isolating and replacing the failed component, assembly, or module. The field maintenance level consists of the maintenance functions of inspection, test, service, adjust, align, remove, replace, and repair. Field maintenance also includes battlefield damage and repair tasks performed by either the crew or support personnel to maintain system in an operational state.
5-52. Within the BCT, the Field Maintenance Company of the BSB provides:
l Automotive, armament, recovery, ground support, missile and electronic maintenance, and maintenance to brigade base elements (HQ, BSB, and Special Troops Battalion).
l Maintenance advice and management to the brigade.
l Low density equipment support to the field maintenance platoon (FMP).
5-53. In the BCT, each maneuver battalion will have a forward support company (FSC) that performs field maintenance. Each FSC has a maintenance platoon that provides recovery support, automotive and tracked vehicle repair, and ground support equipment repair to the battalion. Field maintenance teams deploy with each maneuver company and provide automotive and track vehicle repair support. Ground-support equipment repairs are conducted at the FSC located with the maneuver battalion HQ. The FMP is organized with a maintenance control section to provide maintenance management for the battalion. In EAB, the support maintenance company (SMC) of the Sust Bde provides field maintenance support on an area basis (see FM 4-30.3).
Sustainment Maintenance
5-54. Sustainment maintenance is generally characterized as “off system” and “repair rear”. The intent of this level is to perform commodity-oriented repairs on all supported items to one standard that provides a consistent and measurable level of reliability. Off-system maintenance consists of overhaul and remanufacturing activities designed to return components, modules, assemblies, and end items to the supply system or to units, resulting in extended or improved operational life expectancies.
5-55. In sustainment maintenance, component repair work is coordinated by the USAMC National Maintenance Office to a single standard that provides consistent and measurable level of reliability. End item repair may be performed by either military or civilian technicians at a sustainment maintenance activity. Repair rear is synonymous with the term “off-system” and “sustainment maintenance”. The intent is to repair components, assemblies, or end items and return them to the supply system for redistribution.
5-56. Component repair companies (CRC) provide sustainment level support at the operational level. The CRC may be attached to the CSSB to facilitate overall maintenance support. CRC units may be employed in any location along the distribution system. These units can be pushed forward into the AO as needed to repair and return components, modules, and assemblies to the supply system.
5-57. Collection and Classification companies establish and operate collection and classification facilities for the receipt, inspection, segregation, disassembly, preservation, and disposition of serviceable and unserviceable Class VII and Class IX materiel and similar foreign materiel. It also operates a cannibalization point when authorized by higher HQ. It supports distribution hub teams that perform vital maintenance inspection functions at distribution hubs along the distribution system.
General Engineering Support
5-58. General engineering activities modify, maintain, or protect the physical environment (see FM 3-34.400).
Fundamentals of General Engineering
5-59. General engineering capabilities are applied to establish and maintain the infrastructure necessary for sustaining military operations in theater. At times, the military operation may extend general engineering support to restore facilities, power, and life-support systems within the infrastructure of the AO. This effort aids in the recovery and the transition to pre-conflict conditions or may be the objective of stability or civil support operations (see FM 3-34 and FM 3-34.400).
5-60. General engineering capabilities employed in an operation will include a broad array of joint, multinational, contract, and other construction and engineering resources. The U.S. Army Corps of Engineers (USACE) provides and coordinates significant engineering resources to enable general engineering support. USACE is the Army’s Direct Reporting Unit assigned responsibility to execute Army and DOD military construction, real estate acquisition, and development of the nation’s infrastructure through the civil works program. USACE, through its field force engineering (FFE) and reach back assets, provides for technical and contract engineering support and a means to integrate capabilities of other Services and other sources of engineering-related support.
General Engineering in Support of Sustainment Operations
5-61. General engineering sustainment requirements will compete for priority in any operation with general engineering requirements related to protection, enabling operational movement, as augmentation to combat engineering, and supporting the other WFFs. Within the sustainment WFF, general engineer applications are primarily linked to providing logistics support. General engineer support includes:
l Restore Damaged Areas.
l Construct and Maintain Sustainment Lines of Communications.
l Provide Engineer Construction (to include pipeline) Support.
l Supply Mobile Electric Power.
l Provide Facilities Engineering Support.
5-62. Sustainment of stability and civil support operations involves a shift to the establishment of services that support civilian agencies in addition to the normal support of U.S. forces. Stability operations tend to be of a long duration compared to the other elements in full spectrum operations. As such, the general engineering level of effort, including FFE support from USACE, is very high at the onset and gradually decreases as the theater matures. As the AO matures, the general engineering effort may transfer to theater or external support contracts such as LOGCAP.
Engineer Coordination
5-63. The senior engineer staff officer at each echelon HQ, designated the ENCOORD, is responsible for coordinating sustainment related general engineer support. An engineer brigade or theater engineer command will typically be task organized with those general engineering capabilities not provided to subordinate BCTs or other brigades. The engineer brigade or theater engineer command focuses general engineering efforts on priorities established by the JFC.
5-64. Engineering priorities will typically include sustainment related general engineer support. The engineer support commander may align engineer assets to provide general support on an area basis. If assets are available and priorities support a more direct relationship, the commander may place an engineer brigade in DS to the TSC, with subordinate engineer elements DS to the support brigades or CSSBs as required.
Real Estate Planning and Acquisition
5-65. The JFC is responsible for the coordination of planning, programming, and construction of facilities to meet the requirements of assigned forces. Facility requirements are consistent with operational requirements, duration of need, and forces to be supported. Engineer planners coordinate with sustainment and other planners to identify facility requirements for contingency operations.
5-66. USACE theater elements provide technical real estate guidance and advice to the JFC. In addition to recommending real estate policies and operational procedures, they acquire, manage, dispose of, administer payment for rent and damages, handle claims, and prepare records and reports for real estate used within the theater.
Real Property Maintenance
5-67. The JFC has overall responsibility for real property maintenance activities (RPMA). The JFC normally delegates authority to the ASCC/ARFOR. The TSC and installation commanders (in most cases a CSSB) normally provide the needed RPMA support. RPMA in an AO includes operation, repair, and maintenance of facilities and utilities; fire prevention and protection; and refuse collection and disposal. RPMA requirements that exceed the organization's capabilities are forwarded to the local engineer commander (in most cases, the engineer group providing support to a CSSB on an area basis) or USACE element for execution. The TSC provides technical RPMA guidance to subordinate units.
Base Camp Construction
5-68. A base camp is an evolving military facility that supports the military operations of a deployed unit and provides the necessary support and services for sustained operations. It is a grouping of facilities collocated within a contiguous area of land, or within close proximity to each other, for the purpose of supporting an assigned mission, be it tactical, operational, or logistical. Base camps may be located near a key piece of real estate such as a port, an airfield, a railroad, or other major LOCs. Base camps support the tenants and their equipment; and while they are not installations, they have many of the same facilities and attributes the longer they are in existence.
5-69. The CCDR specifies the construction standards for facilities in the theater to minimize the engineer effort expended on any given facility while assuring that the facilities are adequate for health, safety, and mission accomplishment. Typically, the CCDR will develop the base camp construction standards for use within the theater, utilizing the guidelines provided in JP 3-34 and facilities standards handbooks developed by the specific combatant command. The engineer must recommend the most feasible solutions to each requirement based on construction guidelines and other planning factors.
Environmental Considerations
5-70. The ENCOORD also advises the commander on environmental issues as the staff proponent for environmental considerations. The ENCOORD coordinates with other staff offices to determine the impact of operations on the environment and helps the commander integrate environmental considerations into the decision making process. Environmental considerations include:
l Policies and responsibilities to protect and preserve the environment.
l Certification of local water sources by appropriate medical personnel.
l Solid, liquid, and hazardous waste management, including dumping and burning, and disposal of gray water, pesticides, human waste, and hazardous materials.
l Protection of indigenous animals and vegetables.
l Archaeological and historical preservation.
l Contingency spill plans.
5-71. HRS is the aggregate of systems and services designed to provide and support Soldiers. HRS is important to maximizing operational reach and endurance. HRS encompasses four major categories: manning the force, HR services, personnel support, and HR planning and staff operations. Each includes major functional elements and all are covered below (see FM 1-0, FMI 1-0.1, and FMI 1-0.2).
Manning the Force
5-72. Manning the force involves personnel readiness of the force, maintaining accountability of the force, and management of personnel information. The manning challenge is getting the right Soldier to the right place, at the right time, with the right capabilities so that commanders have the required personnel to accomplish their mission. Manning combines anticipation, movement, and skillful positioning of personnel assets. It relies on the secure, robust, and survivable communications and digital information systems of emerging technologies that provide the common operational picture, asset visibility, predictive modeling, and exception reporting.
Personnel Readiness Management (PRM)
5-73. The purpose of PRM is to distribute Soldiers to units based on documented requirements, authorizations, and predictive analysis to maximize mission preparedness and provide the manpower needed to support full spectrum operations. This process involves analyzing personnel strength data to determine current mission capabilities and project future requirements. It compares an organization’s personnel strength to its requirements and results in a personnel readiness assessment and allocation decision.
Personnel Accountability (PA)
5-74. PA plays a critical role in deployed operations and relies on timely, accurate, and complete duty status and location of personnel at all times. PA is the process for recording by-name data on Soldiers when they arrive and depart from units; when their location or duty status changes (such as from duty to hospital); or when their grade changes. PA will be accomplished primarily through the database of record and web enabled processes that facilitate personnel support from home station or abroad. Personnel Accounting Teams manage or administer all HR support activities of processing, tracking, and coordinating personnel moves into, through, or out of a deployed organization or theater. These activities include the reception of personnel, the assignment and tracking of replacements, return-to-duty and rest and recuperation personnel, and redeployment operations.
Strength Reporting
5-75. Strength reporting is a numerical end product of the accounting process, achieved by comparing the by-name data obtained during the personnel accountability process (faces) against specified authorizations (spaces or in some cases requirements) to determine a percentage of fill. It starts with strength-related data submitted at unit level and ends with an updated database visible at all echelons. Similar to PA, strength reporting relies on timely, accurate, and complete personnel information into the database of record. It is also a command function conducted by the G-1/S-1 to enable them to provide a method of measuring the effectiveness of combat power. Standard reports available from the personnel accounting system include:
l Personnel status report.
l Personnel summary.
l Personnel requirements report.
l Task force personnel summary.
Personnel Information Management (PIM)
5-76. PIM encompasses the collecting, processing, storing, displaying, and disseminating of relevant information about Soldiers, units, and civilians. PIM is the foundation for conducting or executing all HR functions and tasks. HR managers and technicians at all levels of command use a personnel information database when performing their missions. The DIMHRS, when implemented, will be the HR enterprise database for all military personnel.
Provide HR Services
5-77. HR Services encompass casualty operations and EPS to maintain Soldier readiness and sustain the human dimension of the force. The following is a discussion of casualty operations, EPS, and the elements of personnel support.
Casualty Operations Management
5-78. The casualty operations management process includes the recording, reporting, verifying, and processing of information from unit level to HQ, Department of the Army. It also involves notifying appropriate individuals and assisting family members. The process collects casualty information from a number of sources and then collates, analyzes, and determines the appropriate action. Accuracy and timeliness are critical components of casualty management and depend on satellite communications and reliable access to personnel information.
5-79. Casualties can occur on the first day of an operation. Therefore, casualty managers from each echelon of command need to deploy early. Units report all casualties, to include civilians, contract, and military personnel from Army, other services, and MNFs. Casualty operations require 100 percent personnel accounting reconciliation. The unit verifies casualty information against the database and emergency data in an individual’s deployment packet. Casualty liaison teams (CLT) provide an interface between medical facilities, MACP collection points, and human resources elements.
Essential Personnel Services (EPS)
5-80. EPS provide Soldiers and units timely and accurate personnel services that efficiently update Soldier status, readiness and quality of life, and allow Army leadership to effectively manage the force. EPS includes actions supporting individual career advancement and development, proper identification documents for security and benefits entitlements, recognition of achievements, and service performance. It also includes personal actions such as promotions, reductions, evaluations, military pay, leave and pass, separations, and line-of-duty investigations.
Personnel Support
5-81. Personnel Support encompasses command interest/human resources programs, MWR, and retention functions. Personnel Support also includes substance abuse and prevention programs, enhances unit cohesion, and sustains the morale of the force.
Postal Operations
5-82. Postal operations and services have a significant impact on Soldiers, civilians, and their families. The Military Postal Service serves as an extension of the U.S. Postal Services; therefore, its services are regulated by public law and federal regulation. Efficient postal operations are necessary and require significant logistics and planning for issues such as air and ground transportation, specialized equipment, secured facilities, palletization crews, mail handlers, and others. Postal services also include selling stamps; cashing and selling money orders; providing registered (including classified up to secret), insured and certified mail services; and processing postal claims and inquiries.
Morale, Welfare, and Recreation (MWR) and Community Support
5-83. MWR and community support provide Soldiers, Army civilians, and other authorized personnel with recreational and fitness activities, goods, and services. The MWR network provides unit recreation, library books, sports programs, and rest areas for brigade-sized and larger units. Community support programs include the American Red Cross, AAFES, and family support system.
5-84. The MWR system becomes an immediate outlet for Soldiers to reduce stress, which is critical to sustaining the readiness of the force, particularly as the speed and intensity of operations escalate. The MWR system relies on FP packages and recreation specialists. It capitalizes on using cellular, e-mail, and video-teleconference technologies to provide links between Soldiers and their families. Soldiers are also entertained through the latest in visual and audio entertainment over satellite, worldwide web, and virtual reality technologies. The human dimension of the Soldier is critical to the strength of Army forces. The human resource element of sustainment to the fighting force contributes to both the National will and the will of the Soldier to fight.
Human Resources Planning and Staff Operations
5-85. Human Resources Planning and Staff Operations are the means by which the HR provider envisions a desired HR end state in support of the operational commander’s mission requirements. HR planning addresses the effective ways of achieving success, communicates to subordinate HR providers and HR unit leaders the intent, expected requirements, and outcomes to be achieved, and provides the support OPLANs, OPORDs, or Planning Annex.
5-86. Planning and staff operations are also the process of tracking current and near-term (future) execution of the planned HR support to ensure effective support to the operational commander through the military decision process. Effective planning includes ensuring HR C2 nodes are established, operated, and that connectivity to HR data and voice communications nodes is maintained. HR C2 nodes include those required for all HR operations, across commands and echelons, and to higher and lower elements.
Financial Management (FM)
5-87. The FM mission is to analyze the commander’s tasks and priorities to ensure that proper financial resources are available to accomplish the mission and to provide recommendations to the commander on the best allocation of scarce resources. FM support enhances the commander’s ability to manage and apply available resources at the right time and place in a fiscally responsible manner. FM provides the capability for full spectrum finance and RM operations across the theater to include all unified operations.
5-88. FM is comprised of two core functions: finance operations and RM. These two processes are similar and mutually supporting in organizational structure and focus. The ASCC G-8, in consultation with the FMC Director, is the principal adviser to the ASCC in all matters relating to FM operations. The integration of finance and RM under one entity offers the commander a single focal point for FM operations (see FM 1-06).
Finance Operations
5-89. Finance operations must be responsive to the demands of the unit commanders at all levels, requiring FM leaders to anticipate and initiate the finance support needed. This section summarizes finance operations during all operational stages. It presents a stable body of technical principles rooted in actual military experience from which commanders can guide their actions in support of national objectives.
Procurement Support
5-90. The success of all operations depends on the support provided to the sustainment system and to contingency contracting efforts. A large percentage of the FM mission is to support the procurement process and provide oversight. Oversight is critical in preventing improper or illegal payments. By coordinating with the contracting officer and the SJA regarding local business practices, financial managers greatly reduce the probability of improper or illegal payments. Procurement support includes two areas: contracting support and commercial vendor services (CVS) support.
5-91. Contracting support involves payment to vendors for goods and services. This includes all classes of supply, laundry operations, bath operations, transportation, and maintenance. Financial managers are crucial to successful contracting operations.
5-92. CVS provides for the immediate needs of the force. These are needs the standard logistics systems cannot support. This usually includes payments of cash (U.S. or local currency). Cash payments are usually for day laborers, Class I supplements (not otherwise on contract) and the purchase of construction material not readily available through the contract or supply system.
Limited Pay Support
5-93. FM units provide limited travel support, casual payments, check cashing and currency exchanges to Soldiers and civilians in permanent change of station and temporary duty status, NEO travel advances, and non-US pay support (EPW, civilian internee, host nation employees, and day laborers).
Disbursing Support
5-94. Disbursing support includes training and funding paying agents in support of local procurement, administering the Stored Value Card (SVC), supporting rewards programs, and making condolence and solatium payments. Individual support is provided to Soldiers and/or civilians through check cashing, foreign currency conversions, receiving collections (such as Savings Deposit Program), making payments on prepared and certified vouchers, funding FM units, determining the need for currency (U.S. and foreign) and its replenishment, and receiving and processing all captured currencies and precious metals.
Accounting Support
5-95. Accounting support includes ensuring proper financial resources are available to the commander by supporting the fiscal triad (Contracting, RM, and Finance) in reconciling expenditures and thus providing the most accurate and timely financial data.
Banking and Currency Support
5-96. Banking relationships and procedures are established with any banking industry of a host nation to include establishing local depository accounts, limited depository accounts for current contract payments, and foreign currency resupply.
Resource Management Support
5-97. RM operations are a critical enabler at all levels of the Army’s chain of command. The RM operations mission is to analyze tasks and priorities and to identify the resource requirements that will enable the commander to accomplish the mission. In advising the commander, financial managers perform the tasks shown below.
l Identify, Acquire, Distribute and Control Funds. Financial managers identify the sources of funds available from various DOD and other Federal agencies. They also acquire the funds and distribute funds to subordinate elements to support the mission and commander’s intent.
l Develop Resource Requirements. Determining what resources are required and available to support the mission and commander’s intent includes, but is not limited to, contracting, transportation, multinational support, support to other agencies and international organizations, foreign humanitarian assistance, and force sustainment. Developing and determining resource requirements also includes:
n Preparing the FM annex to operations plan and order.
n Determining and validating costs to accomplish the mission.
n Determining when resources are needed throughout the fiscal year(s).
n Making resources available at the time and amount needed.
n Developing budgets.
n Coordinating fiscal issues associated with all unified action operations.
l Track, Analyze, and Report Budget Execution. Procedures are established to track costs in order to determine obligation rates and conduct analysis on use of funds in support of the mission and to identify trends to foresee resourcing challenges. Reports are submitted as required by policy. Tracking, analyzing, and reporting budget execution include the following:
n Analyze RM and accounting reports.
n Establish procedures to track costs.
n Establish management internal control processes.
l Accounting Support. Financial managers ensure official accounting records are accurate, properly supported by source documentation, and resolve accounting issues in a timely manner.
5-98. The Army may be appointed the EA responsible for FM operations. The EA for FM normally will fund multi-Service contract costs, unique joint force operational costs, special programs, joint force HQ operational costs, and any other designated support costs. The EA also provides financial analysis and recommendations to joint forces for the most efficient use of fiscal resources (see JP 1-06, Financial Management Support in Joint Operations, for further information).
5-99. Regardless of the scale or scope of sustainment operations, finance and RM operations play a key role in providing responsive agile support to deployed forces across the spectrum of conflict. Each of these operations must be fully integrated and synchronized with all other facets of sustainment operations in order to effectively and efficiently sustain the force (see FM 1-06).
5-100. Members of The Judge Advocate General’s Corps (JAGC) provide proactive legal support on all issues affecting the Army and the Joint Force and deliver quality legal services to Soldiers, retirees, and their families. Legal support centers on six core disciplines across full-spectrum operations. The six core disciplines are: military justice, international and operational law, contracts and fiscal law, administrative and civil law, claims, and legal assistance. Each discipline is described below (see FM 1-04).
Military Justice
5-101. Military justice is the administration of the Uniform Code of Military Justice (UCMJ). The purpose of military justice, as a part of military law, is “to promote justice, to assist in maintaining good order and discipline in the armed forces, to promote efficiency and effectiveness in the military establishment, and thereby to strengthen the national security of the United States.” (Preamble, Manual for Courts-Martial (MCM) (2008)). The Judge Advocate General is responsible for the overall supervision and administration of military justice within the Army. Commanders are responsible for the administration of military justice in their units and must communicate directly with their servicing SJAs about military justice matters (AR 27-10).
International and Operational Law
5-102. International law is the application of international agreements, U.S. and international law, and customs related to military operations and activities. Within the Army, the practice of international law includes the interpretation and application of foreign law, comparative law, martial law, and domestic law affecting overseas activities, intelligence, security assistance, counter-drug, stability operations, and rule of law activities.
5-103. Operational Law (OPLAW) is that body of domestic, foreign, and international law that directly affects the conduct of military operations. OPLAW encompasses the law of war, but goes beyond the traditional international law concerns to incorporate all relevant aspects of military law that affect the conduct of operations. The OPLAW attorney supports the commander’s military decision-making process by performing mission analysis, preparing legal estimates, designing the operational legal support architecture, war gaming, writing legal annexes, assisting in the development and training of rules of engagement (ROE), and reviewing plans and orders. The OPLAW attorney supports the conduct of operations by maintaining situational awareness and advising and assisting with targeting, ROE implementation, and information tasks. OPLAW also involves the provision of core legal disciplines that sustain the force.
Administrative and Civil Law
5-104. Administrative law is the body of law containing the statutes, regulations, and judicial decisions that govern the establishment, functioning, and command of military organizations. The practice of administrative law includes advice to commanders and litigation on behalf of the Army involving many specialized legal areas, including military personnel law, government information practices, investigations, relationships with private organizations, labor relations, civilian employment law, military installations, regulatory law, intellectual property law, and government ethics.
5-105. Civil law is the body of law containing the statutes, regulations, and judicial decisions that govern the rights and duties of military organizations and installations with regard to civil authorities. The practice of civil law includes environmental law, as well as other specialized areas of law.
Contract and Fiscal Law
5-106. Contract law is the application of domestic and international law to the acquisition of goods, services, and construction. The practice of contract law includes battlefield acquisition, contingency contracting, bid protests and contract dispute litigation, procurement fraud oversight, commercial activities, and acquisition and cross-servicing agreements. The SJA’s contract law responsibilities include furnishing legal advice and assistance to procurement officials during all phases of the contracting process, overseeing an effective procurement fraud abatement program, and providing legal advice to the command concerning battlefield acquisition, contingency contracting, use of LOGCAP, ACSAs, the commercial activities program, and overseas real estate and construction.
5-107. Fiscal law is the application of domestic statutes and regulations to the funding of military operations and support to non-federal agencies and organizations. Fiscal law applies to the method of paying for obligations created by procurements.
Claims
5-108. The Army Claims Program investigates, processes, adjudicates, and settles claims on behalf of and against the United States world-wide under the authority conferred by statutes, regulations, international and interagency agreements, and DOD Directives. The Claims Program supports commanders by preventing distractions to the operation from claimants, promoting the morale of Army personnel by compensating them for property damage suffered incident to service, and promoting good will with the local population by providing compensation for personal injury or property damage caused by Army or DOD personnel.
Legal Assistance
5-109. Legal assistance is the provision of personal civil legal services to Soldiers, their family members, and other eligible personnel. The mission of the Army Legal Assistance Program is to assist those eligible for legal assistance with their personal legal affairs in a timely and professional manner by meeting their personal needs for response and information on legal matters and then resolving the legal problems whenever possible. From an operational standpoint, the provision of legal services at the earliest possible time is critical to ensure the readiness of individual Soldiers and the force as a whole.
Provision of Legal Support
5-110. Units at the BCT level and echelons above have organic legal elements to support the mission. At the BCT, the brigade legal section (BLS) is responsible for providing services in all core legal disciplines that extend across the full spectrum of operations. The BLS mission is dictated primarily by the brigade commander’s guidance and direction and the brigade judge advocate’s professional judgment. The level of service that a BLS is able to provide will depend on a number of factors, including: the brigade’s operational tempo, the brigade’s deployment status, the experience level of the BLS, the availability of additional judge advocate or paralegal support during “surge” periods, and the existence of actual conflicts of interest. When faced with situations where the BLS is unable to provide the proper level of service, the brigade judge advocate should use the brigade chain of command and the JAGC technical channels to address the shortfalls.
5-111. Units at division level and higher receive legal support from an Office of the Staff Judge Advocate which is responsible for the provision of legal services across all core legal disciplines to the appropriate commander and General Court Martial Convening Authority. The division SJA is a personal staff officer with direct access to the commander. In addition, SJAs typically possess logistical and professional capabilities which allow them to enhance the resources of a subordinate legal section.
5-112. Religious support facilitates the free exercise of religion, provides religious activities, and advises commands on matters of morals and morale. The First Amendment of the U.S. Constitution and Army Regulation (AR) 165-1 guarantees every American the right to the free exercise of religion. Commanders are responsible for fostering religious freedoms. Chaplains and chaplain assistants functioning as Unit Ministry Teams (UMT) perform and provide RS in the Army to ensure the free exercise of religion (see FM 1-05).
Fundamentals of Religious Support
5-113. RS to the Army is guided by historical precedence. The three broad functions of religious support include nurturing the living, caring for the wounded, and honoring the dead. These include all other specific activities carried out by chaplains and chaplain’s assistants, as discussed below.
Nurture the Living
5-114. In preparation for missions that span the spectrum of conflict, UMTs develop and provide religious support activities to strengthen and sustain the spiritual resilience of Soldiers and family members. During the operation, UMTs bring hope and strength to those who have been wounded and traumatized in body, mind, and spirit, thus assisting the healing process.
Caring for the Wounded
5-115. UMTs provide religious support, spiritual care, comfort, and hope to the wounded. This focus of RS affirms the sanctity of life, which is at the heart of the chaplaincy. Through prayer and presence, the UMT provides the Soldiers and their families with courage and comfort in the face of death.
Honoring the Dead
5-116. Our Nation reveres those who have died in military service. RS honors the dead. Funerals, memorial ceremonies, and services reflect the emphasis the American people place on the worth and value of the individual. Chaplains conduct ceremonies and services, fulfilling a vital role in rendering tribute to America’s sons and daughters who paid the ultimate price serving the Nation in the defense of freedom.
Key Aspects to Religious Support
5-117. There are several additional aspects of religious support. They include:
l Facilitating individual freedom of worship and observation of holy days in accordance with Army regulations and mission requirements.
l Advising the command on morals and morale as affected by religion and the impact of indigenous religions.
l Advising the command on the ethical impact of command decisions, policies, and procedures.
l Resolution of medical treatment religious and ethical issues, religious apparel issues, and religious dietary restrictions in accordance with AR 600-20.
l Respect for the constitutional, statutory, and regulatory requirements ensuring freedom of religion for every Soldier, family member, and command authorized civilian.
Religious Services
5-118. Chaplains are obligated to provide for those religious services or practices that they cannot personally perform. Chaplains perform religious services when their actions are in accordance with the tenets or beliefs of their faith group. Chaplain assistants assist the chaplain in providing or performing this religious support.
l Unit Support is provided to the unit to which the UMT is assigned or attached. The team normally gives priority to this mission.
l Area Support is provided to Soldiers, members of other services, and authorized civilians who are not a part of the team's unit, but operate within the unit’s AO.
l Denominational Support is given to Soldiers and other authorized persons of the chaplain’s denomination or distinctive faith group. Availability of assets may limit the availability of denominational support provided.
Staff Integration and Coordination
5-119. Chaplains personally deliver religious support. They have two technical roles: religious leader and religious staff advisor. The chaplain as a religious leader executes the religious support mission which ensures the free exercise of religion for Soldiers and authorized personnel. The chaplain is a non-combatant and will not bear arms (see AR 165-1).
5-120. Chaplain assistants are enlisted personnel and are combatants. As combatants, they integrate UMTs into tactical formations for security and survivability. Chaplain assistants also possess specific technical and staff competencies to support administering the Command Master Religious Program on behalf of the commander.
5-121. The chaplain is a personal staff officer responsible for coordinating the religious support assets and activities within the command. The chaplain is a confidential advisor to the commander for religious matters. A chaplain is located at every echelon of command from battalion through Army Service component command (see FM 1-05).
BAND SUPPORT
5-122. Army bands provide critical support to the force by tailoring music support throughout military operations. Music instills in Soldiers the will to fight and win, foster the support of our citizens, and promote America’s interests at home and abroad. (see FM 1-0 and FM 1-19)
Fundamentals of Band Support
5-123. Army bands sustain the operational Army throughout the full spectrum of operations through the provision of tailored music that enhances Warrior morale, supports Army recruiting efforts, and maintains a connection with the American public. Music serves as a useful tool to reinforce relations with host nation populations and favorably shapes the civil situation throughout the peace building process. Inherently capable of providing a climate for international relations, bands serve as ambassadors in multi-national operations or to the host nation population.
5-124. Army bands are modular units designed to support Army, Joint, and Multinational formations. Army bands are organized into four types: Small, Medium, Large, and Special. Army Bands Small and Medium are further subdivided based upon their operational capabilities with regard to the deployment in support of ongoing operations. Special bands have unique responsibilities in support of the Military District of Washington, Headquarters, Department of the Army Public Affairs, or the United States Military Academy.
5-125. The modular structure of Army bands, with “plug-in” augmentation, enables split operations in support of musical mission requirements. Home station missions among Army bands include music support of Soldier and family, wounded warrior outreach, and community relations. Deployment operations of Army bands include the music support of morale-building events among Soldiers, joint-services, and MNFs as well as building alliances or shaping the civil situation with host nation and/or regional populations. Army bands can also provide music support of nondenominational religious activity in accordance with AR 220-90, both the at home station and during deployment operations.
5-126. The AHS is a component of the Military Health System that is responsible for operational management of the HSS and FHP missions for training, pre-deployment, deployment, and post deployment operations. AHS support includes all mission support services performed, provided, or arranged by the AMEDD to support HSS and FHP mission requirements for the Army and as directed, for joint, intergovernmental agencies, coalitions, and MNFs (see FM 4-02).
Fundamentals of Army Health Services
5-127. AHS support is guided by six fundamentals. These fundamentals are consistent with JP 4-02. They are described below:
l OPLAN conformance. By ensuring that Force Health Projection support conforms to the tactical commander's OPLAN, the AHS support planner can determine support requirements and plan for the support needed to prevent non-battle injuries and to effectively clear the battlefield of the ill, injured, and wounded.
l Surgeon technical direction. Technical direction/guidance and staff supervision of AHS support activities must remain with the appropriate command-level surgeon.
l Continuity of care. The AHS support staff must maintain continuity of care since an interruption of treatment may cause an increase in morbidity and mortality. No patient is evacuated farther to the rear than his/her medical condition or the tactical situation dictate.
l Proximity. The proximity of AHS support assets to the supported forces is dictated by the tactical situation METT-TC.
l Flexibility. The AHS support plan must be flexible to enhance the capability of reallocating AHS support resources to meet changing requirements. Changes in the tactical situation or OPLAN make flexibility essential.
l Mobility. Mobility is required to ensure that AHS support assets remain close enough to combat operations to support combat forces. The mobility and survivability of medical units and medical platforms must be equal to the forces supported.
ARMY HEALTH SYSTEM SUPPORT
5-128. AHS support involves the delineation of support responsibilities by capabilities (roles of care) and geographical area (area support). The AHS support executes its HSS and FHP missions as a single, seamless, and integrated system. The AHS support encompasses the promotion of wellness and preventive, curative, and rehabilitative medical services. It is designed to maintain a healthy and fit force and to conserve the fighting strength of deployed forces. The goal of the AHS in support of the HSS and FHP missions is to:
l Provide prompt medical treatment consisting of those measures necessary to locate, acquire, resuscitate, stabilize, document, and prepare patients for evacuation to the next role of care and/or return to duty (RTD).
l Employ standardized air and ground medical evacuation units/resources, in conjunction with the aviation brigades for air ambulances.
l Provide flexible, responsive, and deployable medical support designed and structured to sustain a force projection Army and its varied missions. This capability includes hospitalization resources to provide essential care to all patients who cannot recover within the theater evacuation policy and are stabilized and evacuated out of theater and definitive care to those Soldiers capable of returning to duty (see FM 4-02.10).
l Provide a medical logistics system (to include blood management) that is anticipatory and tailored to continuously support missions throughout full spectrum operations (see FM 4-02.1).
l Provide dental services to maximize the RTD of dental patients by providing operational dental care and maintaining the dental fitness of theater forces.
l Provide medical laboratory functions in medical operations.
l Provide blood management services.
l Provide preventive dentistry activities.
l Provide combat and operational stress control and behavioral health (BH) preventive services.
5-129. The functional elements of sustainment include supply, field services, transportation, maintenance, general engineering, human resources, FM, legal, religious support, and Army health services support. These elements and their many sub-functions comprise the sustainment WFF. When optimized, sustainment operations ensure strategic and operational reach and endurance for Army forces in any operational environment.