|
|
Tactical Facility Sustainment
(CLASSIFICATION)
6. Access to NATO secure voice network.
7. Access to Automatic Digital Network (AUTODIN).
8. Other (specify).
B. Transmit and receive sites. Determine the number of transmit and receive sites to be set up
and how much area will be needed.
C. Signal maintenance support.
D. Frequency requirements.
E. Other (specify).
XV. SECURITY.
A. MP. Determine MP requirements.
B. CI. Determine if CI is required.
C. Base defense. Determine if base-defense capabilities are required.
D. Other (specify).
(CLASSIFICATION)
Figure 5-3. Statement of requirements format (continued)
8 February 2009
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Chapter 6
Tactical Facility Funding
The SF field ordering officer (FOO) and paying agent (PA) officer must address
competing needs, requirements (such as weapons systems, C2 systems, security, and
logistics), and their demands on resources. SF unit resources include time, funds,
personnel, existing contractor support, existing equipment and material, and other
items and assets used to accomplish the mission. Any shortage of resources normally
results in contracting having to meet the mission and fulfill necessary requirements.
Each requirement has an associated cost—either in money or resources—which must
be included in the budget or operations plan. When accurate preplanning is
conducted, the FOO and PA have a budget to work with and can purchase necessary
supplies or services through contracting. The needs dictated by a requirement are
theater-unique and change often.
FUNDING PRINCIPLES
6-1. In the United States Central Command (USCENTCOM) area of responsibility (AOR), the Army is in
charge of contracting through the Assistant Secretary of the Army for Acquisition, Logistics, and
Technology (ASAALT). The steps in the acquisition process are as follows:
z
The unit-generated requirement is documented using the following:
Statement of work (SOW) and an independent government cost estimate (IGCE).
DA Form 3953 (Purchase Request and Commitment [PR&C]).
z
The requirements package is validated by the joint acquisition review board (JARB) and
approved by commander, joint task force (CJTF).
z
The PR&C is certified by the resource manager for funding and commitment.
z
The PR&C and SOW are sent to contracting for execution and obligation.
z
The goods or services are delivered to the customer.
z
The vendor is paid by finance personnel.
6-2. The formal requirements for contracting relate primarily to the dollar limit of the acquisition. As the
value of the goods or services increases, so do the required procedures. For example, acquisitions under
$2,500 are generally accomplished by a unit FOO. Higher command approval is necessary when the
amount exceeds $200,000.
6-3. There are reasons for the disparity in the processes. Some of these reasons are obvious, whereas
other reasons are more obscure. The most obvious reason for the differences is that money always is in
short supply when positioned against requirements. On the obscure side, fiscal laws governing
disbursement carry harsh penalties for violations, including criminal penalties and loss of pay. Therefore,
the requirements process has its own checks and balances that SF Soldiers must understand and follow.
6-4. Once the command has validated a high-dollar-value procedure—typically goods or services
exceeding $200,000—there are three staff offices that work together and assist the unit in fulfilling their
contracting requirements. These offices, commonly referred to as the “fiscal triad,” are made up of the—
z
Comptroller, who acquires, controls, and certifies funds IAW fiscal law.
8 February 2009
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6-1
Chapter 6
z
Finance unit, who makes the payment.
z
Contracting officer, who receives requirements and finishes the process of acquiring goods and
services.
CONTRACTING PROCESS
6-5. There are three significant steps in the contracting process that SF Soldiers must understand. The
three steps are—
z
Identify and justify the requirements.
z
Identify fiscal constraints and funding sources.
z
Use the proper contracting authority and methods.
6-6. The SF unit must identify requirements to reduce the threat risk to the TACFAC. Potential
requirements include items or services that make the TACFAC more secure but exceed on-hand resources.
Crucial products during this process include the commander’s justification memorandum, PR&C, SOW,
and the IGCE. Strategic players include the FOO, PA officer, unit commander, installation property book
officer
(IPBO), JARB, and the Commander, Special Operations Command
(COMSOC) (or his
representative), for approval of PR&Cs.
IDENTIFY AND JUSTIFY REQUIREMENTS
6-7. Throughout the planning and construction processes, the SF unit should identify areas where
changes or improvements may be made to the TACFAC layout, equipment, and procedures. Changes or
improvements required to reduce the risk to people, mission, or property should be prioritized and
forwarded up the chain of command. SF Soldiers should make full use of available analytical tools and
procedures. For example, the SF unit may use Antiterrorism Planner—an Army Corps of Engineers tool
for estimating damage—to analyze the projected effects of IEDs on tents, buildings, and personnel. Using
the results of this analysis, the SF unit may determine requirements to reduce risk.
6-8. Requirements are categorized as either programmatic or procedural. Programmatic requirements
include funds for bomb-detection equipment, additional security forces, and more military working dogs.
Procedural requirements include additional personnel assigned to foot patrols, varying area spot checks by
10 minutes, and leaving the TACFAC via a different route.
6-9. Unless there is only a single possible source to fulfill a requirement, the SF unit should describe the
requirement as generically as possible so that contracting personnel have more options when asked to
fulfill it. Simply stated, the SF unit should identify what is needed and not how it is to be done. To do this,
the SF unit should conduct a detailed analysis of the requirement and reduce it to its essence. The unit
should be able to justify requirements using experience, proven operating procedures, and results from
analytical tools. The SF unit writes the reasons for the requirements and the justification data, and then
submits the documents through the appropriate staff to the unit commander for approval. The information
is then developed into a JARB.
6-10. The main institutional tool used for identifying requirements (along with the justification, requested
funding, and other data) is the Core Vulnerability Assessment Management Program (CVAMP). CVAMP
is a web-enabled application resident within the (SIPRNET) Antiterrorism Enterprise Portal (ATEP) that
captures the results of vulnerability assessments, prioritizes AO vulnerabilities, identifies deficiencies, and
lists needed or completed corrective actions. CVAMP is located on the SIPRNET (http://www.atep.smil.mil).
It is capable of storing classified data up to SECRET, and is accessible by SF commanders at every level.
The CVAMP—
z
Documents the SF commander’s risk assessment decision for each vulnerability.
z
Tracks the status of known vulnerabilities until addressed.
z
Informs decision makers of the TACFAC ability to counter terrorist threats.
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FM 3-05.230
8 February 2009
Tactical Facility Funding
z
Provides SF commanders a vehicle to identify requirements to the chain of command.
z
Prioritizes resource requirements for request of Combating Terrorism Readiness Initiative Fund
(CTRIF) support.
6-11. For the requirements review and contracting, the main document for identifying, approving, funding,
and tracking a requirement within the Army is the PR&C. However, if manufactured supplies or services
are needed, an SOW and an IGCE also are required. After the PR&C is drafted, the SF unit prepares the
justification documentation, or JARB package. When justifying requirements, the following questions must
be addressed:
z
Why is the item or service needed?
z
Why should the request receive priority?
6-12. The requirement may reduce the risk of death or injury; however, it must be explained sufficiently to
pass the scrutiny of decision makers outside the SF unit. Whether or not a requirement is approved depends
upon the threat, location, expected incident response, consequence-management actions (and their results),
expected losses of personnel and equipment, and risk to the mission.
6-13. Analysis is often required to justify requirements; at times, this analysis may be intense. Analysis
may include results from Antiterrorism Planner—a tool in the Joint Antiterrorism Program Manager’s
Guide (JAT Guide)—showing predicted blast damage to structures and personnel. The analysis may
include the blast radius from a rocket or mortar, to include expected injuries. Multiple tools are available
for predicting weapons effects on structures and personnel. Regardless of the technique, the SF unit must
write a clear and convincing justification and present the requirements for approval. Verbal and written
communication skills are crucial during this process.
6-14. There is a timeline for seeking funding. In 2004, during Operation IRAQI FREEDOM (OIF), the
acquisition approval process followed a monthly cycle. Joint task force (JTF) staff officers held weekly
meetings to consider and recommend disposition on pending theater requirements. The framework for
these meetings was the JARB and the facilities utilization and support board (FUSB). The JARB and the
FUSB were made up of intermediate representatives from all JTF-level staff sections. The JARB focused
on all requirements exceeding $200,000. The FUSB was an engineer-oriented board that mandated uniform
basing requirements across theater for the JARB to apply. Both of these boards were responsible for
vetting requirements so the chief logistician and chief engineer could prioritize and approve requirements
appropriately.
6-15. The JARB and FUSB were the final steps in the process. In the Iraq acquisition cycle, staff officers
from the JARB and the FUSB would provide monthly briefings for the deputy commanding generals
(DCGs) for support at each division regarding their duties and current actions. They would receive
feedback about pending requirements. These meetings came to be known as the executive logistics review
boards
(ELRBs). After appropriate coordination, staff principles briefed senior leaders, who issued
strategic guidance and provided priorities on theater-wide issues.
6-16. Because acquisitions exceeding $200,000 do not usually go to the comptroller or contracting without
a JARB recommendation and an approval signature on the PR&C, SF Soldiers must understand how to
develop an effective JARB package. Every JARB package must be properly staffed at the requesting unit
and direct reporting unit before being submitted to the JARB.
Justification Memorandum
6-17. A request must have a justification memorandum that states clearly what the requirement is and what
is requested to meet the requirement. The memorandum should describe how the requirement was
determined and what options were considered to address the requirement. Units must address second-order
and third-order effects of the request. For example, an SF unit submitting a request for trailers should also
consider furniture, computers, and power hookups for the trailers. All items having to do with the trailer
request should be included in a single request. Finally, the request must be signed by the appropriate level
commander.
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Chapter 6
Analysis
6-18. The analysis must support the requirement. For example, if an SF unit requests large-capacity, COTS
diesel generators, the unit must describe the MTOE and other COTS diesel generators assigned to the unit,
how they are being used, and why the number or type of COTS diesel generators cannot meet the unit’s
mission requirements.
Staffing
6-19. As the SF unit’s request is staffed through the chain of command, key personnel at each command
level are provided the visibility of a much larger pool of resources. This provides an opportunity to fill the
request internally or through other viable military options.
Funding Documentation
6-20. There are basically four types of funding documents that can be used to allocate funds. Determining
which type of funding document is appropriate for a requirement may be difficult. The supporting resource
management office and contracting personnel can help the SF unit determine which document is
appropriate and how the document should be completed. The four basic funding documents are the PR&C,
the military interdepartmental purchase request (MIPR), SOW, and IGCE.
Purchase Request and Commitment
6-21. The PR&C is used to buy something through local purchase or a new contract. For example, if the
SF unit wants to lease a nontactical vehicle (NTV), a PR&C is used as the obligation document because it
is a new purchase from a commercial source. The PR&C must list what the unit is trying to purchase and
the cost of the purchase.
Military Interdepartmental Purchase Request
6-22. The MIPR is used to purchase something from a contract that already exists somewhere else in the
DOD. For example, if an Army agency already has a contract in place for technical support, and the SF unit
needs the same type support for the unit, funds are requested using a MIPR and allocated to the Army
contracting agency that owns the contract. The contracting agency then makes the purchase under its contract.
Statement of Work
6-23. The SOW is used when trying to hire contractor support or labor. The SOW specifies the tasks to be
performed, the standard to which the tasks must be performed, and what the SF unit (as the government
sponsor) is going to provide. Without this information, contractors are unable to bid properly for the
contract. Although writing a SOW normally is not a part of military training, nobody can define the
requirement as well as the unit that needs the service or product. The most important thing for SF Soldiers
to remember is that the supporting contracting personnel can provide assistance.
Independent Government Cost Estimate
6-24. The IGCE is the dollar-figure that the requester thinks is a fair and reasonable price for the product
or service provided. SF units should attain estimates from a number of contractors to determine the “going
price.” An average of the figures provided should be included in the package as part of the USG estimate.
Local contracting personnel can provide additional guidelines for an SF unit developing an IGCE.
FISCAL CONSTRAINTS AND FUNDING SOURCES
6-25. When seeking funding for a construction project at the TACFAC, the SF unit should obtain advice
and assistance from the servicing command or SJA. These individuals should be able to help identify
appropriate funding sources for the current and coming year, as well as any fiscal restraints upon the
proposed project. Fiscal law, as it is known, is an ever-changing body of law that defines how money may
6-4
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8 February 2009
Tactical Facility Funding
be spent. More than any other area of law, SF commanders should expect and demand legal advice
concerning fiscal law. This assistance is required by 10 USC, Sections 3037, 5148, 5046, and 8037.
Fiscal Constraints
6-26. Arguably the greatest challenge to a commander’s career lies in his ability to comply with fiscal
limitations. It is very important that SF leaders understand that fiscal law operates like no other form of law.
6-27. When seeking financial counsel most commanders ask, “Does anything prohibit me from doing
this?” In the context of fiscal law, this is the wrong question to ask. The question that commanders should
be asking is, “Are there any laws that authorize me to spend this money, in this way, and at the time I want
to do this project?” This properly worded question addresses the three most important aspects of fiscal law:
purpose, time, and amount. Money appropriated by Congress is never indefinite. Appropriated funds are
designated for a certain purpose, for a limited period of time, and in a limited sum.
6-28. There are two primary types of appropriated monies immediately available to a CJTF during
contingency operations: contingency operations money and humanitarian assistance money. Contingency
operations money is a form of operations and maintenance (O&M) money that is appropriated for mission-
essential operations in a particular contingency theater. Currently, in most taskers, the bulk of humanitarian
assistance money is found in the commander’s emergency response program (CERP). Proper mission-
related expenses are those services or supplies needed to perform the mission or to support personnel
performing the mission, and include the following:
z
Services:
Cleaning services.
DFAC services.
Latrine services.
Utility services.
Power-generation services.
Air-conditioning services.
Tent services (to include set up, take down, and maintenance).
Trash services.
z
Supplies:
Barriers.
Concertina wire.
Lumber.
Concrete.
Gravel (when used for maintenance and repair).
Batteries.
Radios.
Cellular telephones (however, air time is considered a service).
Generators.
Tents.
Paint.
Tools.
Spare parts.
Cots.
Furniture.
Air-conditioning units (when installed as an integral part of real property).
Medical supplies.
Oil.
Computers.
8 February 2009
FM 3-05.230
6-5
Chapter 6
6-29. Humanitarian assistance money in the CERP, unlike contingency operations money, can be used
only by the CJTF in OIF to fund certain high-impact, high-visibility projects that benefit the HN people.
SF units will find that contingency operations money funds most operations. Contingency operations
money, however, carries with it the greatest restraints and pitfalls.
6-30. The SF unit’s servicing SJA should be familiar with the types of money available and the purposes
for which they can be used. The SJA should help ensure that the project is appropriately classified and that
the proper rules are applied. The fiscal law questionnaire provided in Figure 6-1, pages 6-6 and 6-7, is
designed to help SF Soldiers determine the appropriate classification and rules. The questionnaire
highlights common issues, such as the $750,000 limitation on the use of O&M money for construction
($1.5 million for a requirement needed for life, health, or safety), the $3 million limit on repair, and the
$250,000 limit on the purchase of individual items of supply. The questionnaire also identifies other
concerns, such as items that are centrally managed (as with high-mobility multipurpose wheeled vehicles
[HMMWVs] and Kevlar helmets) or projects or systems (such as equipment necessary for the operation of
a computer network) that have been split apart to stay within applicable thresholds. The answers to the
questions posed in the questionnaire help identify if Office of Military Affairs (OMA) or contingency
operations money can be used, or whether other types of money (such as military construction [MILCON]
or other procurement—Army [OPA]) funds must be obtained.
General Information
•
What is to be acquired (for example, equipment, supplies, services, or construction)?
•
Who will supply the product or service (for example, private contractor, DA, another DOD agency, or
a non-DOD agency)?
•
What legal process will be used to acquire the service, supplies, or equipment (for example, existing
contract, new contract, Economy Act order, project order, General Services Administration [GSA]
schedule, supply requisition, or logistics civil augmentation program [LOGCAP])?
•
What contracting office or agency will process the acquisition?
•
What kind of money will be spent (for example, Fiscal Year [FY] 2008 O&M)?
Supplies and Equipment
•
What is the estimated date that the funds will be obligated?
•
On what estimated date will the items be delivered and/or installed? (If the items will not be
delivered/installed until the next FY, explain why.)
•
Has delivery, testing, installation, and contractor temporary duty (TDY) costs been included in the
total cost? (If not, explain why not.)
•
Will any of the items be connected to equipment or systems already in the inventory? (If so, explain
what function or capability the new equipment will add to the old.)
•
For acquisitions costing more than $250,000:
If there is more than one unit or component, is each component a separate end item or system?
Is it something that can stand alone or be used as part of a system?
If some of the units will be connected to form a functional system, describe the resulting system,
its function, whether it will be temporary, how often it will be connected (whether it could later be
reused for another purpose) and cost.
If the connected system of components described above has more than one function, describe
the primary function. What are the secondary functions and why are they secondary?
Can some of the costs be attributed to installed building equipment (IBE)? If so, what are those
costs? Attach a written opinion from a recognized expert that the components at issue will be
IBE.
If acquiring software, describe the general function of the software
(for example, software
maintenance package, operating system software). What is the useful life of the software (for
example, will the software require a major update within
2 years to meet changing
requirements)?
Figure 6-1. Fiscal questionnaire
6-6
FM 3-05.230
8 February 2009
Tactical Facility Funding
Supplies and Equipment (continued)
Are any items centrally managed? This information can be obtained from the program manager
for larger systems, such as aircraft, vehicles, weapons, and communications systems. Some
centrally managed items have standard study numbers (SSNs), an 11-digit alphanumeric code
maintained by Army Materiel Command (AMC).
If the cost of each item is less than $250,000, O&M money can be used to purchase centrally-
managed items provided the program manager provides a waiver stating that the requirement is
recognized, yet cannot be supported in theater.
For items priced at over $250,000, OPA funds must be used.
Services
•
Describe all the services that the contractor will supply. Attach a copy of the relevant portions of the
contract (if already in place) or a copy of the SOW.
•
If funds are approved, when will funds be obligated?
•
When will the services begin and end?
•
If the services also involve acquisition of supplies or equipment, what estimated percentage of the
total cost may be attributable to supplies and/or equipment?
•
Describe why the services are nonpersonal services (contract employees are not supervised by
government employees, are responsible for producing a product or result unrelated to how it is
produced, and do not have an employer-employee relationship with the Army). The Federal
Acquisition Regulation (FAR), Part 37, provides additional information.
•
Describe why the services do not involve inherently governmental functions, such as supervising
Soldiers, making policy decisions, or gathering intelligence. FAR, Part 7.5, provides additional
information.
•
Does the total cost include an estimated amount for increased costs when contract employees do not
qualify as technical experts under the status-of-forces agreement (SOFA), or is there a clause in the
contract shifting this burden to the contractor?
Construction and Real-Property Maintenance and Repair
•
When will funds be obligated?
•
When will actual performance begin and end?
•
If the cost is more than $650,000, has a reasonable estimate (10% or more) been included for
unexpected contingencies?
•
If the total cost of the project exceeds $750,000 (MILCON threshold):
What is the project? Are structures permanent, one project, or many relocatable and reusable
structures arguably defined as separate projects?
What portion of the project (if any) qualifies as construction? Construction includes building a
new TACFAC, upgrades to improve the use of an existing facility, relocation of an existing
facility, and conversion of a facility to different use. Local engineer or public works should be able
to explain and provide an independent estimate.
Is the project necessary to protect the life, health, or safety of multinational forces? If yes, then
up to $1.5 million of O&M funds can be spent.
What portion of the project (if any) qualifies as repair and/or maintenance? Maintenance is the
preservation of an existing structure for day-to-day use. Repair is the restoration of an existing
structure and the correcting of deficiencies. Separate the repair costs and the maintenance
costs. The local engineer or public works should have the data. If the project is classed as repair
or maintenance, the threshold for use of O&M money is up to $3 million.
If the project exceeds O&M thresholds; is vital to national security or the life, health, or safety of
troops; and deferral to the next consideration by Congress of MILCON projects would be
inconsistent with either national security or life, health, and safety, then the Secretary of the Army
may use nonobligated MILCON money after giving notice to Congress and then waiting
15 days.
Figure 6-1. Fiscal questionnaire (continued)
8 February 2009
FM 3-05.230
6-7
Chapter 6
Identifying and Interpreting Fiscal Regulations
It should come as no surprise that SF TACFAC preparation (including relocatable
buildings, sprung structures, tents, portable generators, and site preparation) were
constant sources of fiscal scrutiny during OIF. Every Army engineer and SJA knows
which regulations govern MILCON. However, the Assistant Chief of Staff for
Installation Management (ACSIM) and the Army Comptroller regularly issued policy
guidance on how to interpret and apply the principles of these regulations, as well as
how to ask for available funds.
For example, on 25 August 2004, the Army Comptroller issued a document titled
Procedures for Approval of O&M Construction Projects in Support of GWOT [Global
War on Terror]. This document required a centralized DD Form 1391 (Military
Construction Project Data) process managed by USCENTCOM and the ACSIM. As a
practical matter, this process made it more difficult to request MILCON funds and
heightened the importance of proper project classification for the use of contingency
operations money.
Another recurring fiscal issue during OIF was not so much which “color” money to
use—it became obvious that contingency operations was the only real source
available for mission-essential construction needs. Rather, the real issue—and the
area where the SJA’s advice and assistance were best employed—was the proper
classification of projects within fiscal (construction) limitations.
Funding Sources
6-31. Funded costs are costs that apply toward fiscal limitations and count against the thresholds.
Examples of funded costs include—
z
Materials, supplies, and services applicable to the project.
z
Transportation costs for materials, supplies, and unit equipment.
z
Installed capital equipment.
z
Civilian labor costs.
z
Overhead and support costs (for example, leasing and storing of equipment).
z
Supervision, inspection, and overhead costs charged when the United States Army Corps of
Engineers (USACE), the Naval Facilities Engineering Command, or the USAF serves as the
design or construction agent.
z
Travel and per diem costs for military and civilian personnel.
z
O&M costs for government-owned equipment (for example, fuel and repair parts).
z
Demolition and site-preparation costs.
6-32. Unfunded costs are costs that do not apply toward the fiscal limitations or count against thresholds.
These costs are chargeable to appropriations other than those available to fund the project and are not
reimbursed by appropriations available to fund the project. Examples of unfunded costs include—
z
Military and civilian prisoner labor.
z
Depreciation of government-owned equipment.
z
Materials, supplies, and equipment obtained for the project on a nonreimbursable basis as excess
distributions from another Service or USG agency.
z
Licenses, permits, and other fees chargeable under—
State or local statutes.
SOFAs.
z
Unfunded civilian fringe benefits.
z
Contract or in-house planning and design costs.
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FM 3-05.230
8 February 2009
Tactical Facility Funding
z
Gifts from private parties.
z
Donated labor and material contributed to the military construction project.
Note: Fiscal limitations do not count against repair and maintenance work, IAW Department of
the Army Pamphlet (DA PAM) 420-11, Project Definition and Work Classification. The current
limitation for these projects is $3 million. Projects which exceed this figure must be approved by
Headquarters, Department of the Army (HQDA).
Operations and Maintenance
6-33. In their most basic form, O&M funds (to include contingency operations money) are used to conduct
predeployment, deployment, and redeployment operations. These funds may be used to purchase fuel,
barriers, forklifts, bulldozers, and sensors for early warning equipment. They also may be used to pay
utility bills and hire custodial services. Generally, these funds can be used to make the SF TACFAC more
secure. Services are authorized to use annual O&M funds for construction projects costing less than
$750,000 ($1.5 million to correct a life-threatening condition or for new construction, and $3 million for
maintenance and repair of existing facilities). This is a peacetime provision, applicable during
contingencies and emergencies; however, a designation of a condition as “life-threatening” generally is
considered a safety issue instead of a contingency operation emergency. During combat or designated
contingency operations, O&M funds may be used to fund construction projects exceeding these thresholds
under certain circumstances; however, the commander must consult with the SJA before making a
determination to use O&M funds.
Military Construction
6-34. MILCON funds are obtained through a formal process using a DD Form 1391 and must be approved
by Congress under applicable procedures. These funds are used to prepare the ground for construction;
purchase bricks, mortar, concrete, and other construction materials; and pay construction labor, crane
rental, and other expenses related to the construction of buildings, locks, dams, and roadways.
Additionally, for the SF TACFAC, these funds may be used to build major buildings and structures,
including concrete buildings, complex entry-control points, and a number of other phased projects.
Combating Terrorism Readiness Initiative Fund
6-35. The purpose of the CTRIF is to fund emergency (and emergent) high-priority combating terrorism
(CbT) requirements in the year of execution. The funds provide a means for CCDRs to react to unforeseen
requirements from changes in a terrorist threat, threat levels, or protective doctrine and standards. These
funds also may be used by CCDRs to address unanticipated requirements identified during vulnerability
assessments, tactical operations, and antiterrorism exercises. The CTRIF can be used to fund maintenance
costs for CTRIF-funded items during the year of purchase (and the subsequent year, but only as a stop-gap
measure). This allowance gives Services adequate time to program lifecycle costs if maintenance funds are
not programmed and provided from the parent Service. CTRIF funds are not intended to subsidize ongoing
projects, supplement budget shortfalls, or support routine activities—all of which are Service
responsibilities.
Unfunded Requirements
6-36. Unfunded requirements (UFRs) are the needs for which there are no funds or insufficient funds
during the current and following FYs. SF units should use the Planning, Programming, Budgeting, and
Execution (PPBE) process to identify and justify requests to fulfill requirements. This is a long process
compared to most activities—requested funds that are approved by higher HQ will not arrive for at least 2
years.
6-37. UFRs should be used to request funds for equipment and construction that are not available through
O&M, CTRIF, or other local and Service funds. The servicing budget, program control, comptroller, or
resource management office can help to identify deadlines and data-request formats.
8 February 2009
FM 3-05.230
6-9
Chapter 6
Combatant Commander’s Initiative Fund
6-38. The primary focus of the Combatant Commander’s Initiative Fund (CCIF) is to support unforeseen
contingency requirements critical to combatant command joint warfighting readiness and national security
interests. The strongest candidates for approval are initiatives that support combatant command activities
and functions, enhance interoperability, and yield a high benefit at a low cost. Protection of a TACFAC is a
strong candidate because of its high benefit, low cost, and its support of combatant command activities and
functions.
6-39. The CCIFs are not intended to subsidize ongoing projects, supplement budgetary shortfalls, or
support expenses that normally are the responsibility of the parent Service. Initiatives considered by the
Chairman of the Joint Chiefs of Staff (CJCS) in any FY are not eligible for resubmission or follow-on
funding in subsequent FYs. Because all funds are in the O&M appropriation, all funding provided for
approved projects must be obligated before the end of the FY for bona fide needs of that FY. Combatant
command projects must be nominated for consideration by the CCDR or deputy CCDR. The CJCS is the
final approval authority for CCIF requests. Chairman of the Joint Chiefs of Staff Instruction (CJCSI)
7401.01C, Combatant Commander’s Initiative Fund, provides details regarding restrictions on the use of
the CCIFs. Initiatives submitted for funding under this program must qualify within one of the following
authorized activities:
z
Joint exercises and force training.
z
Contingencies and selected operations.
z
Humanitarian and civic assistance (HCA).
z
C2.
z
Military education and training for military and related civilian personnel of foreign countries.
z
Personnel expense of defense personnel for bilateral or regional cooperation programs.
6-40. There are a number of key questions the SF unit must answer when requesting CCIF support. These
questions include the following:
z
Is the request considered unforeseen or emergent and why?
z
Is funding for this request to subsidize an ongoing project, supplement a budgetary shortfall, or
support an expense that is normally the responsibility of the parent Service?
z
Are there other funding sources for the request that fit the following and, if so, why are they not
being used?
Initiatives already funded by CCDR’s executive agent or components.
Normal Service operating costs (to include O&M costs).
Initiatives that have other available funding sources, such as annual HCA submissions or
C2 projects.
z
Does the request have an effect on the military operations in the post-9/11 world, strengthen
joint warfighting capability, or aid in transforming the joint force?
z
What is the realistic impact of failure to fund the effort?
z
Is there a liaison or SME on the joint staff for this effort? If so, identify the POC.
z
Is there a clear statement of need?
z
Is there a detailed cost estimate that includes TDY requirements, contractual services, equipment
purchases, and unit costs, rates, and descriptions of contractual vehicles to be used?
6-41. Requests for the CCIF should be made by letter. Submissions are not limited to one page. Adequate
information is required for the joint staff to assess each initiative. Answer all the requests for data in the
submission. Additional information may be found at the following Web site:
6-10
FM 3-05.230
8 February 2009
Tactical Facility Funding
CONTRACTING AUTHORITY AND METHODS
6-42. The joint mission of the resource management and contracting offices is to fairly allocate scarce
resources across a theater of operations. With command approval, resource management allocates funds to
the contracting office, enabling it to obtain those supplies and services that the unit must have to perform
its mission.
Funding Fragmentary Orders
During OIF, funding fragmentary orders (FRAGORDs) defined what services could
be purchased for TACFACs, perhaps the largest continuing expense. This
FRAGORD differentiated between TACFACs with less than 600 personnel and those
with more than 600 personnel. This same FRAGORD also stated a preference for
using the LOGCAP contract only as a last resort.
Most discussion in Iraq about contract type devolved into a discussion about whether
or not to use LOGCAP. As the influence of the Joint Contracting Command increases
in Iraq and Afghanistan and available funds decrease, the discussion of whether or
not to use a cheaper method of contracting may resolve itself. At present, it remains
an issue for every JARB and a consideration for every SF Soldier.
Contracting Authority
6-43. No individual can contract for the USG without proper authority. It is critical for SF Soldiers to
understand that contracting authority is not derived from the same place or in the same manner as
command authority. In the USCENTCOM AOR, for example, contracting falls under the responsibility of
the ASAALT. Before a contract is signed, the person signing the contract should ensure that he has
adequate authority—in writing, through a warrant of written appointment—to sign the contract.
6-44. Contracts entered into without authority must be ratified by the contracting chain of command. If a
contract is not ratified, the unauthorized signer may be required to pay for the contract out of pocket. As such,
if authority is unclear, the SF Soldier should contact the contracting office or the servicing SJA for guidance.
6-45. Given proper authority, contracts are the legal agreements between the USG and individuals or
businesses for the delivery of services, products, and equipment. A contractor can be a single individual or
a giant corporation. Contractors may be U.S. citizens, foreign nationals, or HN personnel.
Contracting Team
6-46. For the SF TACFAC, all contracts must incorporate protection and antiterrorism considerations. To
effectively do this, the joint forward operating base (JFOB) needs a contracting team or needs to place the
protection officer on the JFOB contracting team. The following key personnel should be on the team:
z
Director of logistics division, director of contracting, or similar.
z
Protection officer.
z
Servicing SJA or legal officer.
z
Contracting officer (KO) or FOO. These are the only people who can legally obligate the
government to pay for materials and services.
z
Contracting officer representative
(COR) or contracting officer technical representative
(COTR). These individuals cannot legally obligate the government to pay. These individuals
often write SOWs and act as technical POCs for the KO, who may not be familiar with
technology, materials, or tactics, techniques, and procedures (TTP).
z
Task monitors. The COR or COTR also may serve as a task monitor. These personnel represent
the unit initiating the contractual requirement.
z
Comptroller, disbursing officer, or PA. These are the only people who can legally certify and
deliver funds for payment to a vendor.
8 February 2009
FM 3-05.230
6-11
Chapter 6
Protection-Related Tasks in Contracting
6-47. Department of Defense Instruction (DODI) 2000.16, DOD Antiterrorism Standards, provides tasks
to accomplish with regard to contracting while considering antiterrorism measures. These tasks are as
follows:
z
Implement a verification process, whether through backg2round checks or other similar
processes, that enables the USG to attest to the trustworthiness of DOD contractors and
subcontractors (U.S. citizens and HN personnel), including those personnel having direct or
indirect involvement in the delivery or provision of services related to mail, supplies, food,
water, or other materiel and equipment intended for use by DOD personnel. This vetting of
trustworthiness shall include husbanding agents and crews on contracted ships, planes, trains,
and overland vehicles.
z
Develop and implement site-specific risk-mitigation measures to maintain positive control of
DOD contractor and subcontractor access to and within installations, sensitive facilities, and
classified areas.
z
Develop and implement site-specific risk-mitigation measures to screen contractor or
subcontractor transportation conveyances for chemical, biological, radiological, nuclear, and
high-yield explosives
(CBRNE) hazards before entry into or adjacent to areas with DOD
personnel and mission-essential assets.
z
Ensure that contracts comply with the antiterrorism provisions of the Defense Federal
Acquisition Regulation Supplement (DFARS).
Types of Contracts
6-48. There are various types of contracts; each has advantages and disadvantages. SF Soldiers should
consult the servicing contracting office for the type of contract best suited to the requirements. The most
common types of contracts are—
z
Firm, fixed price (FFP).
z
Cost-plus fixed fee (CPFF).
z
Cost-plus award fee (CPAF).
z
Time and materials (T&M).
6-49. Contracts can be modified using change orders. A change order adds, deletes, or changes tasks in the
SOW. The change order provides flexibility when requirements change and the contract needs to be
modified. Task orders usually are added to T&M contracts. Task orders often are placed on contracts when
specific efforts (such as studies, analyses, and professional support services) are needed for a specified
period of time. The task orders provide flexibility as needs change. Some examples of the products and
services most likely acquired under contract are—
z
Local transportation services.
z
Lodging on local economy.
z
Security services outside the TACFAC (if allowed by applicable law).
z
Fire department services.
z
Potable water delivery.
z
Electricity production and delivery.
z
Natural gas, propane, or butane delivery.
z
Sewer services.
z
Garbage collection and disposal.
z
Medical and hazardous-material disposal.
z
Mortuary services.
z
POL.
z
Meals.
z
Tool kits (for example, for carpenters, plumbers, or electricians).
6-12
FM 3-05.230
8 February 2009
Tactical Facility Funding
z
Construction materials (for example, wood, brick, concrete, wallboard, nails, and screws).
z
Construction services (for example, laborers, tradesmen, and craftsmen).
z
Earth materials (for example, sand, gravel, and topsoil).
z
Earth-moving equipment (for example, bulldozers, graders, scrapers, and dump trucks).
Contracting Methods
6-50. In most contingency environments there are two individuals that have authority to contract, and their
methods differ. The first is the FOO, appointed by the unit. The second is a warranted KO, appointed by
the principal assistant responsible for contracting (PARC) in theater. Both derive their authority from the
contracting chain of command in theater. The primary difference in these individuals’ authority is the
amount of money for which they can contract and the formalities that must be followed for each.
Field Ordering Officer
6-51. The FOO generally uses a Standard Form (SF) 44 (U.S. Government Purchase Order Invoice
Voucher) to contract and only has authority for contracts of $2,500 or less. This is the simplest form of
contracting. In order for an FOO to be able to contract for goods or services, sufficient funds must be
available from the PR&C. Additionally, all goods and services must be—
z
Emergency or mission-critical.
z
Not immediately available through military supply channels.
z
Immediately available from local vendors (on-the-spot purchase).
z
At or below $2,500 (no split requirements).
z
Available as a one-time delivery (over-the-counter) with a one-time payment.
z
Fair and reasonably priced (rotate vendors).
6-52. In order to properly contract and execute payment, there are several procedures that the FOO and PA
must follow. These procedures are as follows:
z
Receive the requirement from the unit commander.
z
Ensure funds are available on a PR&C.
z
Locate the vendor and inspect the item.
z
Determine a fair and reasonable price for the item.
z
Prepare an SF 44.
z
Execute the purchase (PA pays the vendor).
z
Receive an itemized receipt from the vendor.
Warranted Contracting Officer
6-53. Depending upon the terms of their warrant, KOs may have unlimited spending authority; however,
they must follow strict procedures contained in the FAR and other applicable guidance. Figure 6-2, pages
6-14 and 6-15, provides a resourcing funds and contracting checklist. However, during contingency
operations
(and with the approval of either the PARC or the head of contracting activity), these
requirements may be relaxed under certain specified circumstances. These circumstances require a written
justification and approval describing unusual or compelling urgency. These documents must be reviewed
by an SJA prior to approval by the appropriate level of the contracting chain of command. In Iraq, for
example, the head of contracting activity possessed the statutory authority to make competition and FAR
exceptions for acquisitions up to $75 million. Such exceptions by the head of contracting activity are not
the norm, primarily because there are a number of other procurement flexibilities in a contingency
environment designed to meet the needs of commanders. Whatever method is used, the process used by
KOs follows a similar path.
8 February 2009
FM 3-05.230
6-13
Chapter 6
•
Define the exact requirement for the specific support, service, or product required.
•
Identify alternatives to contracting for the service or support.
•
Determine if local vendors or contractors accept the international merchant purchase authorization
card (IMPAC).
•
Determine if local vendors or contractors accept payment in local currency.
•
Determine if local lodging providers accept payment in local currency or IMPAC.
•
Determine if payments to local contractors will be in cash or by check.
•
Identify who will provide security for the funds before and during disbursement if payments are made
in cash.
•
Identify who will provide security for disbursement personnel traveling to and from the TACFAC.
•
Estimate the amount of cash needed to pay local vendors and contractors for products and services.
•
Determine if the contracting task managers need translators.
•
Identify how translators will be paid (cash, check, or electronic banking).
•
Determine if escorts for local contractors will be needed.
•
Develop and obtain approval for a method for letting local contractors into the TACFAC.
•
Determine if enough real estate has been obtained through SOFAs or other means to provide
adequate standoff protection from VBIEDs.
•
Use the threat assessment and vulnerability assessment to determine contractual requirements.
•
Identify the local capabilities for security and antiterrorism measures that must be considered if HN
contractors are employed at the TACFAC.
•
Designate a contractor entry point.
•
Identify additional security measures that the contractor can provide during the service or support.
•
Identify what the contractor can do to augment existing security arrangements.
•
Determine if the contractor can properly vet the security clearance for all employees.
•
Determine what measures of uncertainty still exist after vetting the contractor’s employees.
•
Determine if the unit considered asking for periods of support or service that are not routine or
predictable in order to reduce risk of exposure.
•
Determine if coordination with the contractor ensures a more predictable time period of coverage.
•
Determine if local agencies can provide extra assistance if the contractor is unable to provide
additional OPSEC or protection measures.
•
Determine if the unit can add extra protection measures as needed.
•
Where vetting cannot be achieved or additional protection measures cannot be contracted, identify
what specific protection measures the unit can implement to narrow operational risk.
•
Determine if the reason for the service or support requirement is really needed after all.
•
Determine if the operational benefit of receiving the service or support outweighs the identified
security shortfalls.
•
Determine if the support tasks are mandated or can operational flexibility be employed to mitigate the
overall risk.
•
For support contracts, determine if the unit incorporated antiterrorism considerations into the contract,
such as conducting backg2round checks of all contractor and subcontractor employees.
•
Establish a process for positively identifying all contractor and subcontractor employees and consider
the use of the following:
Photo IDs with fingerprints.
Official IDs with fingerprints.
USG-issued IDs (only after backg2round checks) with fingerprints.
Company-issued IDs (as last resort) with fingerprints.
Figure 6-2. Resourcing funds and contracting checklist
6-14
FM 3-05.230
8 February 2009
Tactical Facility Funding
Limited vehicle access.
Daily personnel-access lists with photos and fingerprints.
Daily vehicle-access list.
Roster of all watercraft being used.
Roster identifying all food and water sources being used.
• Determine if contractor understands, acknowledges, supports, and briefs appropriate company and
subcontractor personnel on the antiterrorism measures to be implemented.
• Determine if the measures have been coordinated with and approved by appropriate local agencies.
• Determine if there is a reliance on local contracts for aircraft services and support.
• Identify the local security procedures at the selected airfields that contractors must follow.
• Determine if there is a means to identify and approve contractors to work at the airfields.
Figure 6-2. Resourcing funds and contracting checklist (continued)
6-54. During contingency operations, there are several simplified acquisition methods in the KO arsenal.
These methods vary in complexity and approval requirements. SF units should consult with their SJA and
KO to select the best method. In acquiring goods or services, the KO may use any of the following:
z
Purchase orders. The KO offers to buy supplies, services, or construction. The contract occurs
when written acceptance is received. Forms used during purchase orders include DD Form 1155
(Order for Supplies or Services), SF 33 (Solicitation, Offer, and Award), or SF 44.
z
Government purchase card (GPC).
z
Accommodation or purchase card checks.
z
Blanket purchase agreements (BPAs). BPAs are advance agreements for future contracts that
offer to repetitively use supplies or services. BPAs set the price, terms, and clauses to rapidly
acquire items. BPAs do not require the USG to use the same contractor. The form used for a
BPA is the DD Form 1155.
z
Imprest funds. Imprest funds are petty cash funds established by the disbursing officer for
cashiers. Imprest funds are specifically identified for certain use. The maximum amount
advanced to units or cashiers is $10,000. Cash may be used to pay for micropurchases (limited
to $2,500 each). These funds generally are used for immature theaters, and appropriated funds
are used to reimburse the imprest funds. Each purchase handling imprest funds must be
validated and authorized; cashiers cannot be ordering officers (separation of duty).
z
Existing contracts. Contracts may exist with other Services or USG agencies that meet unit
requirements. The KO can amend or use existing contracts.
z
LOGCAP. Several contracts for support exist.
z
Air Force Civil Augmentation Program
(AFCAP). AFCAP is used primarily for civil
engineering projects.
z
Acquisition and cross-servicing agreements. The DOD has authority to acquire logistic support
within NATO, United Nations (UN), and other nations approved by the Department of State
(DOS).
8 February 2009
FM 3-05.230
6-15
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Chapter 7
Tactical Facility Relief in Place
JP 1-02 defines relief in place as “an operation in which, by direction of higher
authority, all or part of a unit is replaced in an area by the incoming unit. The
responsibilities of the replaced elements for the mission and the assigned zone of
operations are transferred to the incoming unit. The incoming unit continues the
operation as ordered.” Transfer of authority (TOA) is the end state ceremony of the
RIP passing authority and responsibility from the outgoing unit commander to the
incoming unit commander. For this process to flow smoothly and with no discernable
loss to mission continuity, the outgoing SF unit and commander must plan,
coordinate, and synchronize closely with the incoming SF unit and commander. This
process is also referred to as a mission handoff.
PROCEDURES
7-1. The overall authority for the RIP lies with the SF commander ordering the change. The responsibility
for determining the details of the RIP lies with the incoming commander who will assume responsibility
for the mission. The RIP process may affect the circumstances of mission continuation, ranging from
command to operational climate.
7-2. The outgoing SFODA commander advises the incoming SFODA commander on the tentative RIP,
his assumption of command, and the mission. If the outgoing SF commander’s advice conflicts with the
mission statement or the incoming commander’s requirements, and the conflict cannot be resolved by the
authority established for the incoming commander, their senior SF commander ordering the RIP will
resolve any issues.
7-3. As a general rule, the senior SF commander ordering the RIP does not automatically place the
outgoing SFODA under OPCON of the incoming SFODA. Although doing so would offer a clear and
easily defined solution to establishing the incoming SF commander’s authority, it is not the most effective
control method, particularly if hostile contact occurs during the mission-handoff process.
7-4. If the incoming SFODA comes into direct fire contact with hostile forces during the RIP, the
outgoing SFODA immediately notifies the HQ that ordered the RIP. If the incoming SFODA commander
has not yet assumed responsibility, his SFODA immediately comes under OPCON of the outgoing SFODA
and is absorbed into that SFODA position. If the outgoing SFODA commander already has passed
responsibility to the incoming SFODA commander, the outgoing SFODA comes under OPCON of the
incoming SFODA. The key for both incoming and outgoing commanders is to maintain operational
continuity.
CONSIDERATIONS
7-5. During the incoming SFODA’s assumption of control over a TACFAC from an outgoing SFODA,
there are a number of operational considerations both commanders must resolve in order for the mission
handoff to go smoothly. Both SFODAs and commanders spend the time available equally for the RIP. This
means that initially the outgoing SFODA leads by example and the incoming SFODA observes. Halfway
through the RIP they switch, and the incoming SFODA commander leads under the watchful eye of the
8 February 2009
FM 3-05.230
7-1
Chapter 7
outgoing SFODA commander. Both SF commanders must consider the six critical METT-TC factors
during the RIP process. Questions the incoming commander should have answers to include the following:
z
How will the incoming and outgoing SFODAs infiltrate and exfiltrate the TACFAC?
z
Will TACFAC movement be clandestine or overt (using military or civilian vehicles)?
z
What are the TACFAC support requirements to conduct a successful RIP?
z
Was a 100-percent TACFAC inventory conducted?
z
Was all the stay-behind TACFAC equipment accounted for and signed for?
z
Are there TACFAC shortage annex documents and requisitions for any missing items?
MISSION
7-6. The incoming SFODA commander must make a detailed study of the SFODA mission statement and
understand the current mission tasks (to include implied mission tasks). The mission may require an
SFODA with advanced skill sets, such as unique infiltration and exfiltration qualifications, Special Forces
advanced urban combat (SFAUC) skills, or sniper skills. Knowing the mission, the commander’s concept
of the mission, the CCIRs, priority intelligence requirements (PIRs), and information requirements will
facilitate the incoming SFODA commander’s RIP process and provide a firm grasp of the mission. After an
in-depth study of the current operations in the AO, the incoming SFODA commander completes the
mission handoff in a manner that facilitates uninterrupted mission accomplishment. The RIP process is
conducted in such a way that the enemy is denied an opportunity to gain any operational advantage.
ENEMY
7-7. The incoming SFODA commander must have the most current ISR data available on all enemy
forces that may impact the mission. This data especially includes terrorists and terrorism-related incidents
over the past several months. In addition to this intelligence provided to the incoming SFODA commander
on a regular basis, the outgoing SFODA may provide an intelligence liaison element. OPSEC is critical to
prevent the enemy from discovering the impending relief and possibly exploiting the RIP process. The
outgoing SF commander provides continuous intelligence updates to the incoming SF commander. The
outgoing SF commander also provides the PIRs and information requirements established for the initial
mission, along with strategic, operational, and tactical information. The incoming SF commander must
become completely familiar with the current PIRs and information requirements, as well as the PIRs and
information requirements of any additional or newly assigned requirements.
TERRAIN AND WEATHER
7-8. The RIP may require both SFODAs to move dismounted through their AO. The outgoing SFODA
commander plans and reconnoiters potential infiltration and exfiltration sites along established routes for
both SFODAs. The selected routes in the AO should provide acceptable levels of cover and concealment.
When possible, both SFODAs should plan movement during darkness or inclement weather.
TROOPS AND SUPPORT AVAILABLE
7-9. Information for the incoming SFODA commander about the friendly forces is as important as
knowing the enemy situation. The SFODA must be familiar with the C2 structure it will work with on a
daily basis. Additionally, the SFODA must be familiar with the identities, locations, operations, and
capabilities of adjacent units. If possible, the incoming SFODA members should receive biographical data
on the friendly forces. This will allow SFODA members to familiarize themselves with their counterparts
prior to deployment. If support units are also to be relieved, these units should be relieved after the
SFODAs they support.
7-10. The incoming SFODA plans and prepares for a quick and seamless transition in HN-counterpart
relations. Any possibility of friction between the HN unit and incoming SFODA may cause the RIP to take
longer than expected. To mitigate delays, the incoming and outgoing SFODAs should plan for a flexible
7-2
FM 3-05.230
8 February 2009
Tactical Facility Relief in Place
time period for overlap before the mission handoff and to allow for actual face-to-face contact between the
HN and all the SFODA participants.
TIME AVAILABLE
7-11. The depth and dispersion of friendly forces and the number of operations being conducted will
dictate the amount of time required to conduct a RIP. There must be a transition overlap period for both
SFODAs to allow the incoming SFODA to become familiar with the AO and to be introduced to and
establish rapport with local civilians and their HN counterparts. However, the mission handoff must be
completed as quickly as possible. A smooth RIP reduces time the enemy has to mount a strike before the
incoming SFODA consolidates its position. However, the SFODAs should not sacrifice the quality of
ongoing operations simply for extra time. The incoming SFODA needs to have enough time to observe
daily tasks, training, and TTP, as well as to conduct debriefs on all their lessons learned.
CIVIL CONSIDERATIONS
7-12. The incoming SFODA must conduct an in-depth area study, with specific attention given to local
HN problems. Popular or unpopular civilian support for U.S. activities taking place within the AO may
directly influence changes in the mission statement. The outgoing SFODA must provide the incoming
SFODA critical information that describes in detail all completed and ongoing local civic-action projects.
The incoming SFODA should understand the functioning of the local and regional HN government, the
status of any international agencies or NGOs involved, and their ability to influence the HN population in
the AO.
TYPES OF RELIEF IN PLACE OR CLOSEOUT
7-13. Circumstances may occur during the RIP which require the TACFAC to be shut down. These
conditions may range from a complete lack of support by the HN to a change in the U.S. strategic mission.
When the SFODA is confronted with the task of a RIP, there are a number of possible COAs. The SFODA
may be directed to perform one or more of the following:
z
Abandon or destroy the TACFAC.
z
Conduct a RIP of the TACFAC, transferring control to—
HN military or government.
UN or other international organization.
U.S. NGO.
USG or U.S. military.
Another SF unit.
ABANDON OR DESTROY THE TACTICAL FACILITY
7-14. SF units may be tasked to abandon or destroy a TACFAC. This process may be an emergency
evacuation or a controlled evacuation. For emergency evacuations, the disposition of the TACFAC is
conducted according to the overall evasion plan of action (EPA). Controlled evacuations usually take place
when TACFACs have outlived their usefulness. In both scenarios, sensitive items are accounted for and
either removed or destroyed to prevent their use by hostile forces. During both types of TACFAC
evacuations, all Soldiers must understand where they need to go and what they need to do.
RELIEF IN PLACE TO THE HOST-NATION MILITARY OR GOVERNMENT
7-15. An SF unit turning over a TACFAC to the HN requires specific instructions from the DOS and DOD
regarding the disposition of equipment within the compound. If the intent when building the facility was to
eventually conduct a RIP to the HN at some point, clear guidance on how this process is to be
accomplished should be given ahead of time. An important strategic and final coordination detail also must
be considered—whether or not the U.S. will be reimbursed for construction costs.
8 February 2009
FM 3-05.230
7-3
Chapter 7
RELIEF IN PLACE TO THE UNITED NATIONS OR OTHER INTERNATIONAL ORGANIZATION
7-16. As with RIP to the HN military or government, turning over an SF TACFAC to the UN or other
international organization is primarily a political decision. It must be done with clear guidance from the
DOS and DOD.
RELIEF IN PLACE TO A U.S. NONGOVERNMENTAL ORGANIZATION
7-17. Depending upon the function of the establishment, SF TACFACs may be turned over to a U.S.
NGO. Although the TACFAC is being handed over to another group of U.S. citizens, the transition to any
NGO is a political decision that requires clear direction from the DOS.
RELIEF IN PLACE TO THE U.S. GOVERNMENT OR U.S. MILITARY
7-18. As circumstances in the region develop, it may be necessary to transfer control of the TACFAC to
another USG agency or U.S. military organization. For example, a TACFAC set up to train and maintain
counterdrug (CD) operations may eventually be transferred to the Drug Enforcement Administration
(DEA).
RELIEF IN PLACE TO ANOTHER SPECIAL FORCES UNIT
7-19. Long-term operations may require one SF unit to conduct a RIP to another SF unit. Depending upon
the length of the operation, the mission handoff process may occur dozens of times at the same TACFAC.
RELIEF IN PLACE ENVIRONMENTAL FACTORS
7-20. Once the SFODA enters the country where it plans to conduct operations, security precautions must
be increased in order to successfully infiltrate and conduct a TACFAC RIP. For example, in the Iraq
theater, SFODAs usually move into TACFACs clandestinely during hours of darkness. This helps to deter
potential enemy attacks and hostile activity when the incoming and outgoing SFODAs are most vulnerable.
URBAN RELIEF IN PLACE
7-21. SF units typically move quickly, quietly, and with a minimal signature when en route to an urban
TACFAC. Civilian vehicles common to the local area and civilian clothing (along with concealable body
armor) help the unit to blend in with the local populace. SF units pay attention to the local culture,
behaviors, and customs of the local populace and blend in to the HN environment. For example, although
sunglasses are commonly worn in the United States, few Middle Eastern citizens ever wear them. The
incoming SFODA should quiz the outgoing SFODA on what they have learned about local cultural
customs and taboos. Questions the incoming SFODA should ask regarding the HN locals include the
following:
z
Are the HN locals friendly to the SF unit’s presence in their AO?
z
What is the threat level in the AO?
z
Are any HN locals employed by the TACFAC?
z
Is it common knowledge that U.S. forces occupy a TACFAC in the area?
z
What are the safest routes locals use to travel?
z
Are there any trustworthy local civilian or military leaders?
7-22. The incoming SFODA must be prepared to begin RIP procedures as soon as possible after arriving at
the urban TACFAC. The outgoing SFODA normally has been deployed for a considerable length of time
and wants to return to their home station.
7-23. The incoming 18C develops a checklist regarding the current state of the TACFAC and any issues
that need to be addressed. Items on the checklist may include the following:
z
Are there major outstanding contracts or concerns that must be corrected in the next 30 days?
z
What daily, weekly, or monthly logistics are required to sustain the TACFAC?
7-4
FM 3-05.230
8 February 2009
Tactical Facility Relief in Place
z
What special or SF-peculiar equipment or logistics are required, if any?
z
How many HN personnel are staffed at the TACFAC?
z
How long have the HN personnel worked there?
z
What are the HN salaries and when do they get paid?
z
What local contractors are used for sustainment and daily operations?
z
Have these HN employees been vetted by qualified personnel?
z
Are there any unfinished security or HN personnel issues?
z
What daily functions or procedures occur that need to be addressed?
z
Are groceries purchased locally? If so, who is designated to purchase them?
z
Are there specific contractors used for infrastructure repair (such as water, plumbing, fuel, and
electricity)?
z
If the facility has generators for primary and backup sources of power, where does the fuel come
from?
7-24. The incoming SFODA recognizes that the outgoing SFODA is the best source of information about
their urban area—it is always better for the incoming unit to ask too many questions than not enough.
During the RIP process, the outgoing SFODA must be prepared for the possibility that the incoming
SFODA did not arrive with all of its supplies and equipment. When this happens, oversized cargo
transportation must be coordinated for large SFODA equipment packages that cannot be carried by civilian
vehicles. For example, an ISU-90 type container must be moved by a larger transport vehicle.
7-25. Along with proper inventory of the facility and equipment, the incoming 18B should review the
security plan with the outgoing 18B. The existing security plan should cover all security measures in the
event that hostile action occurs. Security areas of concern regarding the TACFAC include the following:
z
Are there any immediate security measures that must be completed in the next 30 days?
z
What are the weakest and strongest points of security at the TACFAC?
z
How have the weak points been fixed or improved?
z
Are the present physical barriers, obstacles, and wire adequate or are more needed?
z
Are mobile communications between security personnel secure, or are they using nonsecure
radios
(such as the Motorola Talk-About) susceptible to radio direction finding and
interception?
z
What is the minimum safe distance from the outer barrier to the TACFAC in the event that a
powerful VBIED detonates?
z
Is there appropriate overhead cover available to protect against mortar attacks?
z
Is there an early warning signaling system that alerts when an attack is imminent or over?
z
What are the PACE evacuation plans for the SFODA and other personnel?
7-26. Both SFODAs should understand their responsibilities in the event of hostile activity during the
urban RIP. Once the transition is complete, the incoming SFODA coordinates transportation for the
outgoing SFODA to their point of departure. This move must be planned and coordinated in advance and
thoroughly understood by both parties during the RIP process. The equipment load for the outgoing
SFODA may be potentially larger than that of the incoming SFODA.
RURAL RELIEF IN PLACE
7-27. Reoccupying a TACFAC in a rural setting is similar in many ways to the RIP and occupation of an
urban TACFAC. The planning, coordination, and synchronization duties of the 18C and 18B are almost
identical in both urban and rural settings. The major differences between the urban and rural TACFAC RIP
are when the TACFAC has a large contingent of HN forces or employees. The SF unit must ensure all—
z
HN forces and civilians are current for pay.
z
Existing contracts are complete or legally transferred.
8 February 2009
FM 3-05.230
7-5
Chapter 7
7-28. All appropriate methods of infiltration are considered and war-gamed to determine which technique
is best suited for the mission. The SFODA also should consider the following:
z
Is the SFODA receiving HN support?
z
Does the TACFAC positively impact the local area by hiring workers and using local vendors?
z
Are indigenous forces dependent upon the TACFAC and SFODA, or is the TACFAC dependent
on the local population?
7-29. Many urban TACFACs enjoy a high level of logistical sustainment that is absent in rural TACFACs.
When operating in remote areas, SF planners must consider the following:
z
Will the incoming SFODA be able to sustain present logistics requirements at the TACFAC?
z
Are supplies delivered by parachute, helicopter, or by ground vehicles?
z
Is there an available DZ and LZ or do they need to be built?
z
What local supplies and vendors are available to the SFODA?
z
How long can the SFODA sustain TACFAC operations independently without support from the
JSOTF or SOTF?
7-30. When the rural RIP process is complete between the SFODAs, the incoming SFODA must give
priority consideration to the exfiltration of the outgoing SFODA. Historically, SFODAs accumulate a great
deal of equipment. How, when, and where the SFODA is exfiltrated are important planning considerations.
The incoming SFODA commander must ensure that coordination and synchronization is made with the
SOTF and JSOTF.
COMBINATION OF RURAL AND URBAN RELIEF IN PLACE
7-31. Based on changing requirements, the final status of any TACFAC may change and revert to a
combination of military and civilian organizations. Regardless of the new TACFAC owner, the RIP
process must be a priority COA early in the MDMP.
7-32. The end SFODA occupation does not necessarily indicate the TACFAC is no longer needed. When
the initial mission authorized construction of the TACFAC, it contained at least basic instructions for the
proper disposition of the TACFAC once the SFODA is scheduled to return. If no such instructions exist, it
is incumbent on the SF TACFAC commander and SFODA to learn the ultimate fate of the TACFAC so
that appropriate measures may be taken.
CLOSEOUT ASSISTANCE
7-33. Operational planning is continuous, and the ultimate goal for the TACFAC is revised to reflect the
existing political and military climate. For example, the initial EPA for a TACFAC may include vehicles
and personnel support from the HN. This plan can (and should) be reviewed and revised as necessary,
especially when a U.S. carrier task force enters the region.
7-34. CA teams may be provided to assist the SF unit in a TACFAC closeout. This option is particularly
effective when the facility is to be turned over to an NGO and no suitable provisional government exists to
assume control. PSYOP units may also be used to assist in closeout by establishing programs to explain to
the local HN population the procedures and rationale for the particular disposition of the TACFAC and to
prepare them emotionally for the change.
Note: A fully functioning active TACFAC that employs HN locals for its support will create a
large gap in the local HN economy with the departure of U.S. SF. Plans for this transition should
be incorporated in the final disposition of the TACFAC to reduce the economic and political
impact on the local population.
7-6
FM 3-05.230
8 February 2009
Tactical Facility Relief in Place
FINAL U.S. CLOSEOUT
7-35. Final U.S. TACFAC closeout includes a number of personnel, logistical, and financial
considerations. These considerations include—
z
Assembly of HN forces and employees of the facility into assembly areas.
z
Completion of administrative records of all personnel at the TACFAC, to include a complete
inventory of arms, equipment, and sensitive items.
z
Settlement of pay, allowances, and benefits to HN personnel employed at the facility.
z
Fair settlement of claims against the HN government or the United States.
z
Recommendations for awards and decorations submitted for deserving HN personnel who
supported the TACFAC.
z
Rehabilitation and employment of HN personnel who supported the TACFAC.
7-36. The U.S. commander in charge during the final disposition of the TACFAC is responsible for
direction, advice, and final guidance to all remaining U.S. and HN personnel. Additionally, this
commander must coordinate and supervise any closeout operations that fall within his jurisdiction during
this phase of operations.
8 February 2009
FM 3-05.230
7-7
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Appendix A
Area Study
Figure A-1, pages A-1 through A-5, provides an outline format for an SF area study.
This format is UNCLASSIFIED until filled in with operational data. Then, the
classification is determined by the appropriate classification authority.
(CLASSIFICATION)
Copy_____ of _____Copies
_____ SFG(A)
Location
Date
AREA STUDY OF JOINT SPECIAL OPERATIONS AREA
I.
PURPOSE AND LIMITING FACTORS.
A. Purpose. Delineate the area being studied.
B. Mission. State the mission that the area study supports.
C. Limiting factors. Identify factors that limit the completeness or accuracy of the area study.
II.
GEOGRAPHY, HYDROGRAPHY, AND CLIMATE. Divide the operational area into its various
definable subdivisions and analyze each subdivision as outlined below.
A. Areas and dimensions.
B. Strategic locations:
1. Neighboring countries and boundaries.
2. Natural defenses, including frontiers.
3. Points of entry and strategic routes.
C. Climate. Note variations from the norm and the months in which they occur. Note any extremes
in climate that could affect operations, particularly the following:
1. Temperature.
2. Rainfall and snow.
3. Wind and visibility.
4. Light data. Include times for begin morning nautical twilight (BMNT), end evening nautical
twilight (EENT), sunrise, sunset, moonrise, and moonset.
5. Seasonal effect of the weather on terrain and visibility.
D. Relief:
1. General direction of mountain ranges or ridgelines and whether hills and ridges are
dissected.
2. General degree of slope.
3. Characteristics of valleys and plains.
(CLASSIFICATION)
Figure A-1. Special Forces area study
8 February 2009
FM 3-05.230
A-1
Appendix A
(CLASSIFICATION)
4. Natural routes for (and natural obstacles to) cross-country movement.
5. Location of area suitable for guerrilla bases, units, and other installations.
6. Potential LZs, DZs, and other reception sites.
E. Land use. Note any peculiarities, particularly the following:
1. Former heavily forested land areas subjected to widespread cutting or dissected bypaths
and roads. Also note pastureland or wasteland that has been restored.
2. Former wasteland pastureland that has been resettled and cultivated and is now being
farmed. Also note former rural countryside that has been depopulated and allowed to return
to wasteland.
3. Former swampland or marshland that has been drained, former desert or wasteland now
irrigated and cultivated, and lakes created by dams.
F. Drainage. Note the general drainage pattern, particularly the following:
1. Main rivers and their direction of flow.
2. Characteristics of rivers and streams. Note widths, currents, banks, depths, bottom types,
and obstacles.
3. Seasonal variations. Note dry beds and flash floods.
4. Large lakes or areas with many ponds or swamps. Note potential LZs for amphibious
aircraft.
G. Coast. Examine for infiltration, exfiltration, and resupply points, noting the following:
1. Tides, waves, winds, and current.
2. Beach footing and covered exit routes.
3. Quiet coves and shallow inlets and estuaries.
H. Geological basics. Identify types of soil and rock formations, and potential LZs for light aircraft.
I.
Forests and other vegetation:
1. Natural or cultivated.
2. Types, characteristics, and significant variations from the norm at different elevations.
3. Cover and concealment. Include density and seasonal variations.
4.
Water.
J. Subsistence:
1. Seasonal or year-round.
2. Cultivated. Include vegetables, grains, fruits, and nuts.
3. Natural. Include berries, fruits, nuts, and herbs.
4. Wildlife. Include animals, fish, and fowl.
III. POLITICAL CHARACTERISTICS. Identify friendly and hostile political powers and analyze their
capabilities, intentions, and activities that influence mission execution, particularly the following:
A. Hostile power:
1. Number and status of non-national personnel.
2. Influence, organization, and mechanisms of control.
B. National government:
1. Government, international political orientation, and degree of popular support.
2. Identifiable segments of the population with varying attitudes and probable behavior toward
the United States, its allies, and the hostile power.
(CLASSIFICATION)
Figure A-1. Special Forces area study (continued)
A-2
FM 3-05.230
8 February 2009
Area Study
(CLASSIFICATION)
3. National historic backg2round.
4. Foreign dependence or allies.
5. National capital and significant political, military, and economic concentrations.
C. Political parties:
1. Leadership and organizational structure.
2. Nationalistic origin and foreign ties (if single dominant party exists).
3. Major legal parties with their policies and goals.
4. Illegal or underground parties and their policies and goals.
5. Violent opposition factions within major political organizations.
D. Control and restrictions:
1. Documentation.
2. Rationing.
3. Travel and movement restrictions.
4. Blackouts and curfews.
5. Political restrictions.
6. Religious restrictions.
IV. ECONOMIC CHARACTERISTICS. Identify economic factors that influence mission execution,
particularly the following:
A. Technological standards.
B. Natural resources and degree of self-sufficiency.
C. Financial structure and dependence on foreign aid.
D. Monetary system:
1. Value of money and rate of inflation.
2. Wage scales.
3. Currency controls.
E. Black market activities. Note the extent and effect of those activities.
F. Agriculture and domestic food supply.
G. Industry and level of production.
H. Manufacture and demand for consumer goods.
I.
Foreign and domestic trade and facilities.
J. Fuels and power.
K. Telecommunications adequacy (by U.S. standards).
L. Transportation adequacy (by U.S. standards):
1. Railroads.
2. Highways.
3. Waterways.
4. Commercial air installations.
M. Industry, utilities, agriculture, and transportation. Note the control and operation of each.
(CLASSIFICATION)
Figure A-1. Special Forces area study (continued)
8 February 2009
FM 3-05.230
A-3
Appendix A
(CLASSIFICATION)
V.
CIVIL POPULACE. Pay particular attention to those inhabitants in the AO that have peculiarities and
that vary considerably from the normal national way of life. Note the following:
A. Total population and density.
B. Basic racial stock and physical characteristics:
1. Types, features, dress, habits.
2. Significant variations from the norm.
C. Ethnic and religious groups. Analyze these groups to determine if they are of sufficient size,
cohesion, and power to constitute a dissident minority of some consequence. GTA 41-01-005,
Religious Factors Analysis, provides more information about religious groups. Note the
following:
1. Location or concentration.
2. Basis for discontent and motivation for change.
3. Opposition to the majority or the political regime.
4. Any external or foreign ties of significance.
D. Attitudes. Determine the attitudes of the populace toward the existing regime or hostile power,
the resistance movement, and the United States and its allies.
E. Division between urban, rural, or nomadic groups. Note the following:
1. Large cities and population centers.
2. Rural settlement patterns.
3. Area and movement patterns of nomads.
F. Standard of living and cultural (educational) levels. Note the following:
1. Extremes away from the national average.
2. Class structure. Identify degree of established social stratification and percentage of
populace in each class.
G. Health and medical standards. Note the following:
1. General health and well-being.
2. Common diseases.
3. Standard of public health.
4. Medical facilities and personnel.
5. Potable water supply.
6. Sufficiency of medical supplies and equipment.
H. Traditions and customs, particularly taboos. Note wherever traditions and customs are so strong
and established that they may influence an individual’s actions or attitude, even during a war
situation.
VI. MILITARY AND PARAMILITARY FORCES. Identify friendly and hostile conventional military forces
(army, navy, and air force) and internal security forces (including border guards) that can influence
mission execution using the following subdivisions:
A. Morale, discipline, and political reliability.
B. Personnel strength.
C. Organization and basic deployment.
D. Uniforms and unit designations.
E. Ordinary and special insignia.
(CLASSIFICATION)
Figure A-1. Special Forces area study (continued)
A-4
FM 3-05.230
8 February 2009
Area Study
(CLASSIFICATION)
F. Overall control mechanism.
G. Chain of command and communication.
H. Leadership. Note officer and NCO corps.
I.
Non-national surveillance and control over security forces.
J. Training and doctrine.
K. Tactics. Note seasonal and terrain variations.
L. Equipment, transportation, and degree of mobility.
M. Logistics.
N. Effectiveness. Note any unusual capabilities or weaknesses.
O. Vulnerabilities in the internal security system.
P. Past and current reprisal actions.
Q. Use and effectiveness of informers.
R. Influence on and relations with the local populace.
S. Psychological vulnerabilities.
T. Recent and current unit activities.
U. Reconnaissance activities and capabilities. Pay particular attention to reconnaissance units,
special troops (airborne, mountain, or Ranger-type units), rotary-wing or vertical-lift aviation
units, CI units, and units having a mass CBRNE delivery capability.
V. Guard posts and wartime security coverage. Note the location of all known guard posts or
expected wartime security coverage along the main LOCs (railroads, highways, and
telecommunications lines) and along electrical power and POL lines.
VII. EFFECTS OF CHARACTERISTICS. State conclusions reached through analysis of the facts
developed in previous paragraphs:
A. Effect on hostile COAs.
B. Effect on friendly COAs.
(CLASSIFICATION)
Figure A-1. Special Forces area study (continued)
8 February 2009
FM 3-05.230
A-5
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Appendix B
Site Survey
The site survey checklist is a planning tool used by an SF site survey team. When
filled out, it helps answer S-2, S-3, and S-4 TACFAC questions identified during the
survey or during the early stages of operations. The site survey checklist shown in
Figure B-1, pages B-1 through B-3, is a guide; it is not meant to be all-inclusive. The
checklist can be modified as needed. This format is UNCLASSIFIED until filled in
with operational data. Once filled in, the classification level is determined by the
appropriate classification authority.
Security Assistance Organization
S-2
I.
Intelligence briefing.
II.
Threat briefing.
III.
Maps and imagery of the area.
IV.
Weather forecast data.
V.
Restricted and off-limits areas.
VI.
Local populace (religion, attitudes, customs, taboos, and dangers).
S-3
I.
Initial coordination.
A. Tentative TACFAC construction plans.
B. Tentative training plans.
C. Aviation support tentatively available (hours and type of aircraft).
D. HN plans (tentative).
E. Problem areas.
F. EPA-related directives, guidance, plans, or orders.
II.
POC, phone number list, communications requirements, and systems used.
S-4
I.
Transportation requirements.
II.
Special equipment requirements.
III.
Other support requirements.
IV.
TACFAC construction equipment and supply requirements.
Figure B-1. Site survey checklist
8 February 2009
FM 3-05.230
B-1
Appendix B
Host Unit
Commander
I.
Construction and training plan.
II.
Current training status.
III. Units available for training.
IV. C2.
V.
Additional training desires.
VI.
Unit policies.
S-2
I.
Local civilians.
II.
Protection and security policies and problems.
II.
Populace control requirements (identification cards or passes).
S-3
I.
Training plan.
II.
Support available.
A. Ammunition.
B. Weapons.
C. Vehicles.
D. Aircraft or air items.
E. Facilities and equipment:
1.
Training areas.
2.
Classrooms.
3.
Ranges.
4.
Training aids.
5.
Special equipment.
III.
Unit equipment.
IV.
LZs, DZs, and HLZs in the area.
V.
Maps and other imagery.
VI.
Rations for field training.
VII. Daily training schedules and status reports.
VIII. POC for training problems.
IX. Holidays, customs, taboos, and unit requirements that may interfere with training.
Figure B-1. Site survey checklist (continued)
B-2
FM 3-05.230
8 February 2009
Site Survey
S-3 (continued)
X. Medical and dental support.
XI. Communications capabilities.
XII. HN activities.
XIII. Other.
S-4
I.
TACFAC construction.
A. Barracks.
B. Drinking water.
C. DFAC.
D. Secure storage areas.
E. Electrical power supply.
II.
Fuel supply.
III. Rations.
IV. Transportation.
V. Lumber and materials for construction and training aids.
VI. Special equipment.
VII. Ammunition.
VIII. Availability of construction resources, equipment, tools, and supplies.
Figure B-1. Site survey checklist (continued)
8 February 2009
FM 3-05.230
B-3
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Appendix C
Area Assessment
In order to plan, train, and conduct SO, SFODA commanders require specific and
current data about their AO. This data, when collected and confirmed, is called an
area assessment. This format is UNCLASSIFIED until filled in with operational data.
Then, the classification is determined by the appropriate classification authority.
GENERAL
C-1. The area assessment is a valuable tool used for the immediate and continuing collection of
information started after infiltration into an AO. Characteristically it—
z
Confirms, corrects, or refutes previous intelligence of the AO acquired as a result of the area
study and other data sources prior to the infiltration.
z
Forms the basis for tactical, operational, and logistical planning for the AO.
z
Includes information on METT-TC and terrain analysis.
z
Includes information on the different religious and ethnic tribal elements of the indigenous
population in the AO.
C-2. The results of the area assessment are transmitted to the SOTF when there is marked deviation from
previous intelligence. The SOTF prescribes in appropriate SOPs and annexes those items that are reported.
The three types of area assessments are initial, principal, and preventative medicine.
INITIAL AREA ASSESSMENT
C-3. Initial area assessments include those items deemed essential to the SFODA immediately following
infiltration. These requirements must be satisfied as quickly as possible after the SFODA arrives in the AO
and should, at a minimum, include those items listed in Figure C-1.
I.
Location and orientation.
II.
SFODA physical condition.
III. Overall security issues:
A. Immediate area.
B. Attitude of the local populace toward HN government and SF presence.
C. Local enemy situation.
IV. Status and type of the local insurgent elements.
Figure C-1. Initial area assessment
PRINCIPAL AREA ASSESSMENT
C-4. The principal area assessment is an ongoing assessment that includes those collection efforts that
support the continued planning and conduct of operations. The principal area assessment (detailed in
Figure C-2, pages C-2 through C-4) forms the basis for all subsequent SFODA activities in the AO.
8 February 2009
FM 3-05.230
C-1
Appendix C
(CLASSIFICATION)
I.
Enemy:
A. Morale and motivation.
B. Composition, identification, and strength.
C. Organization, armament, and equipment.
D. Degree of training, morale, and combat effectiveness.
E. Operations.
1. Recent and current activities of the unit.
2. Insurgent activities and capabilities. Give particular attention to IEDs, VBIEDs, suicide
bombers, reconnaissance elements, rotary-wing or vertical-lift aviation units, and units
having a mass CBRNE delivery capability.
F. Unit AO.
G. Daily routine of the units.
H. Logistical support, to include—
1. Installations and facilities.
2. Supply routes.
3. Methods of troop movement.
I.
Past and present reprisal actions.
II.
Security and police units:
A. Dependability and reliability to the existing regime or the occupying power.
B. Morale and motivation.
C. Composition, identification, and strength.
D. Organization, armament, and equipment.
E. Degree of training, morale, and efficiency.
F. Utilization and effectiveness of confidential informants.
G. Influence on and relations with the local populace.
H. Active and passive security measures in place for public utilities and government installations.
III.
Civil government:
A. Controls and restrictions, such as—
1. Documentation.
2. Rationing.
3. Travel and movement restrictions.
4. Blackouts and curfews.
B. Current value of money and wage scales.
C. The extent and effect of the black market.
D. Political restrictions.
E. Religious restrictions.
F. Control and operation of industry, utilities, agriculture, and transportation.
(CLASSIFICATION)
Figure C-2. Principal area assessment
C-2
FM 3-05.230
8 February 2009
Area Assessment
(CLASSIFICATION)
IV.
Civilian population:
A. Attitude toward the existing regime or occupying power.
B. Attitude toward the resistance movement.
C. Reaction to U.S. support of the resistance.
D. Reaction to enemy activities within the country, specifically that portion which is included in
guerrilla warfare operational areas.
E. General health and well-being.
V.
Potential targets (for each, consider population reaction):
A. Railroads.
B. Telecommunications.
C. POL.
D. Electric power.
E. Military storage and supply.
F. Military HQ and installations.
G. Radar and electronic devices.
H. Highways.
I.
Inland waterways and canals.
J. Seaports.
K. Natural and synthetic gas lines.
L. Industrial plants.
M. Key personalities.
VI.
Weather:
A. Precipitation, cloud cover, temperature, visibility, and seasonal changes.
B. Wind speed and direction.
C. Light data, including BMNT, EENT, sunrise, sunset, moonrise, and moonset.
VII. Terrain:
A. Location of areas suitable for guerrilla bases, units, and other installations.
B. Potential LZs, DZs, and other reception sites.
C. Routes suitable for—
1. Guerrilla forces.
2. Enemy forces
D. Barriers to movement.
E. Seasonal effect of the weather on terrain and visibility.
VIII. Resistance movement:
A. Guerrillas:
1. Disposition, strength, and composition.
2. Organization, armament, and equipment.
(CLASSIFICATION)
Figure C-2. Principal area assessment (continued)
8 February 2009
FM 3-05.230
C-3
Appendix C
(CLASSIFICATION)
3. Status of training, morale, and combat effectiveness.
4. Operations to date.
5. Cooperation and coordination between various existing groups.
6. General attitude towards the United States, the enemy, and various elements of the civilian
population.
7. Motivation of the various groups and their receptivity.
8. Caliber of senior and subordinate leadership.
9. Health of the guerrillas.
B. Auxiliaries or the underground:
1. Disposition, strength, and degree of organization.
2. Morale, general effectiveness, and type of support.
3. Motivation and reliability.
4. Responsiveness to guerrilla or resistance leaders.
5. General attitude towards the United States, the enemy, and various guerrilla groups.
IX.
Logistics capability of the area:
A. Availability of food stocks and water, to include any restrictions for reasons of health.
B. Agriculture capability.
C. Type and availability of transportation of all categories.
D. Types and location of civilian services available for manufacture and repair of equipment
and clothing.
E. Supplies locally available, to include type and amount.
F. Medical facilities, to include personnel, medical supplies, and equipment.
G. Enemy supply sources accessible to the resistance.
(CLASSIFICATION)
Figure C-2. Principal area assessment (continued)
PREVENTATIVE MEDICINE AREA ASSESSMENT
C-5. Preventive medicine services encompass those activities that are geared toward preventing or
reducing the incidence of disease and injury. Because SF Soldiers are deployed into areas where the
presence of endemic and epidemic diseases is high, where basic sanitation facilities and practices may not
exist, where preventative medicine assets may not be readily available, and where environmental
conditions may be adverse, these Soldiers are at a higher risk of injury and illness. The preventative
medicine area assessment provided in Figure C-3, pages C-5 through C-9, is a useful tool for SFODAs
(particularly 18Ds) deploying to an unfamiliar AO.
C-4
FM 3-05.230
8 February 2009
Area Assessment
(CLASSIFICATION)
I.
Climatology and topography:
A. Cold weather:
1. How long is the cold weather season?
2. What is the temperature range?
3. Is the weather cold enough to put emphasis on causes, treatments, and prevention of cold-
weather injuries?
4. Is it dry cold or wet cold?
B. Hot weather:
1. How long is the hot-weather season?
2. What is the temperature range?
3. Is the weather hot enough to put emphasis on causes, treatment, and prevention of
heat injury?
4. Is acclimatization necessary? If so, how many days?
5. Describe humidity.
C. Terrain:
1. What types of terrain are present?
2. What is the range in elevation?
3. Are there swamps present?
4. Are rivers present?
5. Describe terrain over where the unit will operate and where the camp is located.
6. How does the terrain affect evacuation and medical resupply?
II.
Indigenous personnel:
A. Physical characteristics:
1. Give names of tribes or groups the unit will associate with.
2. Describe indigenous personnel in terms of height, body build, and color and texture of skin
and hair. Provide photographs if available.
3. Describe the endurance, ability to carry loads, and other physical capabilities of the
indigenous personnel.
B. Dress:
1. Describe clothing, principal ornamentation, and footwear.
2. What symbolism is attached to various articles of clothing and jewelry, if any?
3. Are amulets worn and what do they symbolize? Provide photographs if available.
C. Attitudes:
1. What taboos and other psychological attributes are present in the society?
2. What are attitudes toward birth, puberty, marriage (for example, monogamy or polygamy),
aging, sickness, and death? Describe any rituals associated with these events.
3. Describe attitudes toward doctors and Western medicine.
4. Describe rights and practices by witch doctors during illness. What do these rites
symbolize? Does the practitioner use Western medicines?
(CLASSIFICATION)
Figure C-3. Preventative medicine area assessment
8 February 2009
FM 3-05.230
C-5
Appendix C
(CLASSIFICATION)
5. Do indigenous personnel respond to the events (for example, fear, happiness, anger, or
sadness) in the same manner an American would?
D.
Housing:
1. Describe the physical layout of the community. Provide aerial photographs, diagrams, and
notes.
2. Describe construction techniques and materials used. Give the layout of a typical house
(for example, sleeping areas and cooking areas).
3. Describe infestation with ectoparasites and rodents.
4. Describe general cleanliness.
5. List the number of people inhabiting a typical dwelling.
E.
Food:
1. Describe the ordinary diet.
2. Is food cultivated for consumption? Which foods?
3. Describe agricultural practices (for example, clear-cutting and permanent farms).
4. Do hunting, fishing, and gathering wild crops contribute significantly to the diet? What wild
vegetables are consumed?
5. How is food prepared? What foods are pickled, smoked, cooked, or eaten raw? How are
foods preserved?
6. At what age are children weaned? What diet is provided infants after weaning occurs?
7. Which members of the family are given preference at the table?
8. Are there food-related taboos? Is milk denied children, infants, and pregnant or lactating
women? Why?
9. How do the seasons influence diet? Are there famines? Does migration in search of food
occur?
10. What foods provided by U.S. personnel do indigenous personnel prefer or reject?
11. What cash crops are raised?
III.
Water supply, urban:
A. Is water plentiful?
B. Is water treated?
C. What kind of water treatment plants are used (if any)?
IV.
Water supply, rural:
A. List the numbers and types of rural water supplies.
1. What are the sources (for example, rivers, springs, or wells)?
2. Is the same water used for bathing, washing, and drinking?
3. How far is the water source from the community?
4. Is water plentiful or scarce? Give seasonal relationships to water availability. Is water
rationed by indigenous personnel?
B. What treatment is given to water in rural areas?
1. Is water boiled?
2. Is water filtered or subjected to other purification process before consumption?
(CLASSIFICATION)
Figure C-3. Preventative medicine area assessment (continued)
C-6
FM 3-05.230
8 February 2009
Area Assessment
(CLASSIFICATION)
3. What is the attitude of indigenous personnel toward the standard U.S. purification
methods?
4. Is the untreated water safe for bathing?
V.
Sewage disposal (when applicable):
A. What are the types and locations of sewage treatment plants?
B. Do urban areas have combined or separate sewage systems?
C. What are the locations of outfalls and conditions of receiving streams before and after receiving
affluent? State whether or not affluent is chlorinated and, if so, how much.
D. What types of sewage disposal is used in those areas not connected to a sewer system? Give
approximate numbers of—
1. Septic tanks.
2. Cesspools and leaching pits.
3. Sanitary privies.
E. In the community, what system is used for disposal of human excrement, offal, and dead
animals or humans?
1. Is excrement collected for use as a fertilizer? How is it done?
2. What scavengers commonly assist in the process of disposal (for example, animals
or birds)?
3. What is the relationship of disposal sites to the watering sites?
4. What is the attitude of indigenous personnel to standard U.S. methods, such as the use of
latrines?
VI.
Epidemiology. Describe specific diseases present among the guerrillas, dependents, and their
animals. Relate the occurrence of more than one similar illness at a given time to a common source
or event. Are there occurrences of—
A. Respiratory disease?
B. Arthropod-borne disease?
C. Intestinal disease?
D. Venereal disease?
E. Miscellaneous diseases, such as tetanus, scabies, and dermatophytosis?
VII. Domestic animals:
A. What domestic animals are present?
1. Are they raised for food, labor, or other purposes?
2. Of what importance is the herd or flock economically?
3. Is any attempt made to breed animals selectively?
B. Describe the normal forage.
1. Do owners supplement the food supply? What supplements are given?
2. Are animals penned or allowed to roam?
3. Where are the animals housed?
C. Is there any religious symbolism or taboo associated with animals? Are animals sacrificed for
religious purposes?
D. Describe in detail the symptoms and signs of any diseased animals. List the species involved.
(CLASSIFICATION)
Figure C-3. Preventative medicine area assessment (continued)
8 February 2009
FM 3-05.230
C-7
Appendix C
(CLASSIFICATION)
E.
If disease is epidemic, describe the epidemic.
1. What percentage of the herd or flock demonstrated illness?
2. Did all the illnesses occur spontaneously or over a period of time?
3. Was more than one herd or flock affected at the same time and location?
4. Did the epidemic spread to neighboring communities? What was the time interval between?
5. Were young and old animals similarly affected, or just one group? Had similar outbreaks
occurred before?
6. Was the outbreak related to the introduction of new animals to the herd or flock or to
another observable event? What event? How long after the event did the outbreak occur?
7. At what time of year did the breakout occur (seasonal)?
8. What percent of animals died?
9. Were any human illnesses associated with the outbreak and what were the symptoms?
10. What measures, if any, did the owners take to control the outbreak? What was done with
sick or dead animals?
11. Do herds or flocks reproduce normally or is early abortion common?
12. Are animals healthy looking or in generally poor condition?
13. What symptoms did sick animals show?
14. Are local veterinarians available for animal treatment and ante- and postmortem
inspections of meats? What is their training?
15. If lay treatment of animals is accomplished, what are common treatments and practices?
16. What is previous vaccination history, if any?
17. Are the following diseases endemic to animals in the area:
a. Anthrax?
b. Brucellosis?
c. Tularemia?
d. Rabies?
e. Trichinosis?
f.
Worms?
g. Bovine Tuberculosis?
h. Q-fever?
i.
Others?
VIII.
Local animals (fauna):
A. Record species of birds, large and small mammals, reptiles, and arthropods present in the area.
If names are unknown, describe the species.
B. Note relationship of these species, including burrows and nesting sites, to human habitation,
food supplies, and watering sites.
C. Note the occurrence of dead or dying animals, especially if the die-off involves a large number
of a given species. Note relationship of die-off to occurrence of human disease.
D. Report any methods used by indigenous personnel to defend against ectoparasites. How
effective are standard U.S. protective measures?
(CLASSIFICATION)
Figure C-3. Preventative medicine area assessment (continued)
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8 February 2009
Area Assessment
(CLASSIFICATION)
IX. Poisonous plants (flora). Record those species known to be toxic to man through contact with the
skin, inhalation of smoke from burning vegetation, or through ingestion.
X. Arthropods of medical importance. Include species and prevalence of the following:
A. Mosquitoes.
B. Flies.
C. Fleas.
D. Mites.
E. Ticks.
F. Lice.
G. Spiders and other arachnids.
(CLASSIFICATION)
Figure C-3. Preventative medicine area assessment (continued)
8 February 2009
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Glossary
SECTION I - ACRONYMS AND ABBREVIATIONS
18B
Special Forces weapons sergeant
18C
Special Forces engineer sergeant
18D
Special Foces medical sergeant
18E
Special Forces communications sergeant
AAR
after-action review
ACA
airspace coordination area
ACM
airspace coordinating measure
ACO
airspace control order
ACSIM
Assistant Chief of Staff for Installation Management
AFCAP
Air Force Civil Augmentation Program
ALE
Army special operations forces liaison element
ALT
altitude
AMC
Army Materiel Command
AO
area of operations
AOA
amphibious objective area
AOB
advanced operating base
AOR
area of responsibility
AP
antipersonnel
ARNG
Army National Guard
ARNGUS
Army National Guard of the United States
ARSOF
Army special operations forces
ASAALT
Assistant Secretary of the Army for Acquisition, Logistics,
and Technology
ASCC
Army Service component command
ASOC
air support operations center
ASP
ammunition supply point
AT
antitank
ATC
air traffic control
ATEP
Antiterrorism Enterprise Portal
ATO
air tasking order
AUTODIN
Automatic Digital Network
BDA
battle damage assessment
BMNT
begin morning nautical twilight
BP
battle position
BPA
blanket purchase agreement
C2
command and control
CA
Civil Affairs
8 February 2009
FM 3-05.230
Glossary-1
Glossary
CALL
Center for Army Lessons Learned
CAP
crisis action planning
CARVER
criticality, accessibility, recuperability, vulnerability, effect, and
recognizability
CAS
close air support
CASCOM
United States Combined Arms Support Command
CASEVAC
casualty evacuation
CBRN
chemical, biological, radiological, and nuclear
CBRNE
chemical, biological, radiological, nuclear, and high-yield explosives
CbT
combating terrorism
CCA
close combat attack
CCDR
combatant commander
CCIF
Combatant Commander’s Initiative Fund
CCIR
commander’s critical information requirement
CD
counterdrug
CDE
collateral damage estimate
CE
communications-electronics
CERP
commander’s emergency response program
CFL
coordinated fire line
CI
counterintelligence
CIDG
civilian irregular defense group
CJCS
Chairman of the Joint Chiefs of Staff
CJCSI
Chairman of the Joint Chiefs of Staff instruction
CJSOTF
combined joint special operations task force
CJTF
commander, joint task force
CNM
critical nodes matrix
COA
course of action
COIN
counterinsurgency
COMSEC
communications security
COMSOC
Commander, Special Operations Command
CONEX
container express
CONPLAN
concept plan
CONUS
continental United States
COR
contracting officer representative
COTR
contracting officer technical representative
COTS
commercial off-the-shelf
CP
contact point
CPAF
cost-plus award fee
CPFF
cost-plus fixed fee
CTA
common table of allowance
CTRIF
Combating Terrorism Readiness Initiative Fund
Glossary-2
FM 3-05.230
8 February 2009
Glossary
CVAMP
Core Vulnerability Assessment Management Program
DA
Department of the Army
DA PAM
Department of the Army pamphlet
DCG
deputy commanding general
DCSLOG
deputy chief of staff for logistics
DCSOPS
deputy chief of staff for operations
DD Form
Department of Defense form
DEA
Drug Enforcement Administration
DFAC
dining facility
DFARS
Defense Federal Acquisition Regulation Supplement
DOD
Department of Defense
DODI
Department of Defense instruction
DOS
Department of State
DS
direct support
DTG
date-time group
DZ
drop zone
ECP
egress control point
EENT
end evening nautical twilight
EFF
effective
ELRB
executive logistics review board
EO
electro-optical
EPA
evasion plan of action
ERP
en route point
EST
establish
EW
electronic warfare
FAR
Federal Acquisition Regulation
FDC
fire direction center
FFA
free-fire area
FFP
firm, fixed price
FHP
force health protection
FID
foreign internal defense
FLOT
forward line of own troops
FM
field manual
FNS
foreign nation support
FOO
field ordering officer
FPF
final protective fire
FRAGORD
fragmentary order
FS
fire support
FSC
fire support coordinator
FSCC
fire support coordination center
FSCL
fire support coordination line
8 February 2009
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Glossary-3
Glossary
FSCM
fire support coordination measure
FSE
fire support element
FUSB
facilities utilization and support board
FY
fiscal year
GCC
geographic combatant commander
GP
general purpose
GPC
government purchase card
GPS
global positioning system
GS
general support
GSA
General Services Administration
GSB
group support battalion
GTA
graphic training aid
GWOT
Global War on Terror
HA
holding area
HCA
humanitarian and civic assistance
HE
high explosive
HIMARS
high-mobility artillery rocket system
HLZ
helicopter landing zone
HMMWV
high-mobility multipurpose wheeled vehicle
HN
host nation
HP
holding point
HQ
headquarters
HQDA
Headquarters, Department of the Army
HR
human resources
HUMINT
human intelligence
IAW
in accordance with
IBE
installed building equipment
ID
identification
IED
improvised explosive device
IGCE
independent government cost estimate
IMPAC
international merchant purchase authorization card
IO
information operations
IP
initial point
IPBO
installation property book officer
IR
infrared
ISOFAC
isolation facility
ISR
intelligence, surveillance, and reconnaissance
J-4
logistics staff section
J-6
command, control, communications, and computer systems staff section
JAG
Judge Advocate General
JARB
joint acquisition review board
Glossary-4
FM 3-05.230
8 February 2009
Glossary
JAT Guide
Joint Antiterrorism Program Manager’s Guide
JCET
joint combined exchange training
JFC
joint force commander
JFE
joint fires element
JFOB
joint forward operating base
JSOTF
joint special operations task force
JTAC
joint terminal attack controller
JTF
joint task force
KD
known distance
KO
contracting officer
LCMR
lightweight countermortar radar
LEA
law enforcement agency
LOC
line of communications
LOGCAP
logistics civil augmentation program
LP
listening post
LRRP
long-range reconnaissance patrol
LZ
landing zone
Max
maximum
MDMP
military decision-making process
MDSC
medical deployment support command
MEDCAP
medical civic action program
MEDINT
medical intelligence
MEDLOG
medical logistics
METT-TC
mission, enemy, terrain and weather, troops and support available, time
available, and civil considerations
MI
military intelligence
MILCON
military construction
Min
minimum
MIPR
military interdepartmental purchase request
MOS
military occupational specialty
MP
military police
MRE
meal, ready to eat
MSS
mission support site
MTOE
modified table of organization and equipment
MTP
mission training plan
MTT
mobile training team
MWR
morale, welfare, and recreation
NATO
North Atlantic Treaty Organization
NCO
noncommissioned officer
NFA
no-fire area
NGO
nongovernmental organization
8 February 2009
FM 3-05.230
Glossary-5
Glossary
nm
nautical mile
NSFS
naval surface fire support
NSN
National Stock Number
NTV
nontactical vehicle
NVD
night vision device
NVG
night vision goggle
O&M
operations and maintenance
OAKOC
observation and fields of fire, avenues of approach, key terrain, obstacles,
and cover and concealment
OB
order of battle
OGA
other government agency
OIF
Operation IRAQI FREEDOM
OMA
Office of Military Affairs
OP
observation post
OPA
other procurement—Army
OPCEN
operations center
OPCON
operational control
OPLAN
operation plan
OPLOG
operational logistics
OPSEC
operations security
PA
paying agent
PACE
primary, alternate, contingency, and emergency
PARC
principal assistant responsible for contracting
PGM
precision-guided munition
PID
positive identification
PIR
priority intelligence requirement
PLL
prescribed load list
PMCS
preventative maintenance checks and services
POC
point of contact
POI
point of impact
POL
petroleum, oils, and lubricants
POO
point of origin
PP
penetration point
PPBE
Planning, Programming, Budgeting, and Execution
PR&C
purchase request and commitment
PSYOP
Psychological Operations
PWRMS
pre-positioned war reserve materiel stock
PX
post exchange
QRF
quick reaction force
RAM
rockets, artillery, and mortars
RFA
restrictive fire area
Glossary-6
FM 3-05.230
8 February 2009
Glossary
RFL
restrictive fire line
RIP
relief in place
ROE
rules of engagement
ROWPU
reverse osmosis water purifcation unit
RP
release point; rendezvous point
RPG
rocket-propelled grenade
S-2
intelligence staff section
S-3
operations staff section
S-4
logistics staff section
S-5
plans staff section
SA
situational awareness
SACC
supporting arms coordination center
SEAD
suppression of enemy air defenses
SF
Special Forces; standard form
SFAUC
Special Forces advanced urban combat
SFG(A)
Special Forces group (airborne)
SFOD
Special Forces operational detachment
SFODA
Special Forces operational detachment A
SFODB
Special Forces operational detachment B
SFODC
Special Forces operational detachment C
SIGCEN
signals center
SIPRNET
SECRET Internet Protocol Router Network
SJA
staff judge advocate
SME
subject-matter expert
SO
special operations
SOC
special operations command
SODARS
special operations debrief and retrieval system
SOF
special operations forces
SOFA
status-of-forces agreement
SOI
signal operating instruction
SOP
standing operating procedure
SOR
statement of requirement
SOSCOM
special operations support command
SOTF
special operations task force
SOTSE
special operations theater support element
SOW
statement of work
SPINS
special instructions
SPTCEN
support center
SSN
standard study number
SSR
service, supply, and repair
STP
Soldier training publication
8 February 2009
FM 3-05.230
Glossary-7
Glossary
SWEAT-MS
sewage, water, electricity, academics, trash, medical, and security
SWEAT-MSS
security, water, electricity, administration, trash, medical, sewage, and
shelter
T&M
time and materials
TACFAC
tactical facility
TAMCA
theater Army movement control agency
TAMMC
theater Army material management command
TDY
temporary duty
TMO
transportation management office
TOA
transfer of authority
TOC
tactical operations center
TPFDL
time-phased force and deployment list
TRP
target reference point
TSC
theater sustainment command
TSOC
theater special operations command
TTP
tactics, techniques, and procedures
UAS
unmanned aircraft system
UBL
unit basic load
UFR
unfunded requirement
UN
United Nations
U.S.
United States
USACE
United States Army Corps of Engineers
USAF
United States Air Force
USAJFKSWCS
United States Army John F. Kennedy Special Warfare Center and School
USAR
United States Army Reserve
USASOC
United States Army Special Operations Command
USC
United States Code
USCENTCOM
United States Central Command
USG
United States Government
USMC
United States Marine Corps
USN
United States Navy
UTAMS
unattended transient acoustic measurement and signature intelligence
system
UXO
unexploded ordnance
VBIED
vehicleborne improvised explosive device
WP
white phosphorus
SECTION II - TERMS
air support operations center
The principal air control agency of the theater air control system responsible for the direction and
control of air operations directly supporting the ground combat element. It processes and coordinates
requests for immediate air support and coordinates air missions requiring integration with other
Glossary-8
FM 3-05.230
8 February 2009
Glossary
supporting arms and ground forces. It normally collocates with the Army tactical headquarters senior
fire support coordination center within the ground combat element. Also called ASOC. (JP 1-02)
air tasking order
A method used to task and disseminate to components, subordinate units, and command and control
agencies projected sorties, capabilities and/or forces to targets and specific missions. Normally
provides specific instructions to include call signs, targets, controlling agencies, etc., as well as general
instructions. Also called ATO. (JP 1-02)
casualty evacuation
The unregulated movement of casualties that can include movement both to and between medical
treatment facilities. Also called CASEVAC. (JP 1-02)
close air support
Air action by fixed- and rotary-wing aircraft against hostile targets that are in close proximity to
friendly forces and that require detailed integration of each air mission with the fire and movement of
those forces. Also called CAS. (JP 1-02)
combating terrorism
Actions, including antiterrorism (defensive measures taken to reduce vulnerability to terrorist acts) and
counterterrorism (offensive measures taken to prevent, deter, and respond to terrorism), taken to
oppose terrorism throughout the entire threat spectrum. Also called CbT. (JP 1-02)
combined joint special operations task force
A task force composed of special operations units from one or more foreign countries and more than
one U.S. Military Department formed to carry out a specific special operation or prosecute special
operations in support of a theater campaign or other operations. The combined joint special operations
task force may have conventional nonspecial operations units assigned or attached to support the
conduct of specific missions. Also called CJSOTF. (JP 1-02)
contact point
1. In land warfare, a point on the terrain, easily identifiable, where two or more units are required to
make contact. 2. In air operations, the position at which a mission leader makes radio contact with an
air control agency. 3. (DOD only) In personnel recovery, a location where isolated personnel can
establish contact with recovery forces. Also called CP. (JP 1-02)
contracting officer
A U.S. military officer, enlisted member, or civilian employee who has a valid appointment as a
contracting officer under the provisions of the Federal Acquisition Regulation. The individual has the
authority to enter into and administer contracts and determinations as well as findings about such
contracts. (JP 1-02)
coordinated fire line
A line beyond which conventional and indirect surface fire support means may fire at any time within
the boundaries of the establishing headquarters without additional coordination. The purpose of the
coordinated fire line is to expedite the surface-to-surface attack of targets beyond the coordinated fire
line without coordination with the ground commander in whose area the targets are located. Also
called CFL. (JP 1-02)
cost-plus a fixed fee contract
A cost-reimbursement type contract that provides for the payment of a fixed fee to the contractor. The
fixed fee, once negotiated, does not vary with actual cost but may be adjusted as a result of any
subsequent changes in the scope of work or services to be performed under the contract. (JP 1-02)
evasion plan of action
A course of action, developed prior to executing a combat mission, that is intended to improve a
potential isolated person’s chances of successful evasion and recovery by providing the recovery
8 February 2009
FM 3-05.230
Glossary-9
Glossary
forces with an additional source of information that can increase the predictability of the evader’s
action and movement. Also called EPA. (JP 1-02)
final protective fire
An immediately available prearranged barrier of fire designed to impede enemy movement across
defensive lines or areas. (JP 1-02)
fire direction center
That element of a command post, consisting of gunnery and communications personnel and
equipment, by means of which the commander exercises fire direction and/or fire control. The fire
direction center receives target intelligence and requests for fire, and translates them into appropriate
fire direction. The fire direction center provides timely and effective tactical and technical fire control
in support of current operations. Also called FDC. (JP 1-02)
fire support
Fires that directly support land, maritime, amphibious, and special operations forces to engage enemy
forces, combat formations, and facilities in pursuit of tactical and operational objectives. (JP 1-02)
fire support coordination center
A single location in which are centralized communications facilities and personnel incident to the
coordination of all forms of fire support. Also called FSCC. (JP 1-02)
fire support coordination line
A fire support coordination measure that is established and adjusted by appropriate land or amphibious
force commanders within their boundaries in consultation with superior, subordinate, supporting, and
affected commanders. Fire support coordination lines facilitate the expeditious attack of surface targets
of opportunity beyond the coordinating measure. A fire support coordination line does not divide an
area of operations by defining a boundary between close and deep operations or a zone for close air
support. The fire support coordination line applies to all fires of air, land, and sea-based weapon
systems using any type of ammunition. Forces attacking targets beyond a fire support coordination line
must inform all affected commanders in sufficient time to allow necessary reaction to avoid fratricide.
Supporting elements attacking targets beyond the fire support coordination line must ensure that the
attack will not produce adverse effects on, or to the rear of, the line. Short of a fire support
coordination line, all air-to-ground and surface-to-surface attack operations are controlled by the
appropriate land or amphibious force commander. The fire support coordination line should follow
well-defined terrain features. Coordination of attacks beyond the fire support coordination line is
especially critical to commanders of air, land, and special operations forces. In exceptional
circumstances, the inability to conduct this coordination will not preclude the attack of targets beyond
the fire support coordination line. However, failure to do so may increase the risk of fratricide and
could waste limited resources. Also called FSCL. (JP 1-02)
fire support element
That portion of the force tactical operations center at every echelon above company or troop (to corps)
that is responsible for targeting coordination and for integrating fires delivered on surface targets by
fire support means under the control, or in support, of the force. Also called FSE. (JP 1-02)
force health protection
Measures to promote, improve, or conserve the mental and physical well-being of Service members.
These measures enable a healthy and fit force, prevent injury and illness, and protect the force from
health hazards. Also called FHP. (JP 1-02)
free-fire area
A specific area into which any weapon system may fire without additional coordination with the
establishing headquarters. Also called FFA. (JP 1-02)
humanitarian and civic assistance
Assistance to the local populace provided by predominantly U.S. forces in conjunction with military
operations and exercises. This assistance is specifically authorized by Title 10, United States Code,
Glossary-10
FM 3-05.230
8 February 2009
Glossary
Section 401 and funded under separate authorities. Assistance provided under these provisions is
limited to (1) medical, dental, and veterinary care provided in rural areas of a country; (2) construction
of rudimentary surface transportation systems; (3) well drilling and construction of basic sanitation
facilities; and (4) rudimentary construction and repair of public facilities. Assistance must fulfill unit
training requirements that incidentally create humanitarian benefit to the local populace. Also called
HCA. (JP 1-02)
intelligence, surveillance, and reconnaissance
An activity that synchronizes and integrates the planning and operation of sensors, assets, and
processing, exploitation, and dissemination systems in direct support of current and future operations.
This is an integrated intelligence and operations function. Also called ISR. (JP 1-02)
joint combined exchange training
A program conducted overseas to fulfill U.S. forces training requirements and at the same time
exchange the sharing of skills between U.S. forces and host nation counterparts. Training activities are
designed to improve U.S. and host nation capabilities. Also called JCET. (JP 1-02)
joint fires element
An optional staff element that provides recommendations to the operations directorate to accomplish
fires planning and synchronization. Also called JFE. (JP 1-02)
joint special operations task force
A joint task force composed of special operations units from more than one Service, formed to carry
out a specific special operation or prosecute special operations in support of a theater campaign or
other operations. The joint special operations task force may have conventional non-special operations
units assigned or attached to support the conduct of specific missions. Also called JSOTF. (JP 1-02)
joint terminal attack controller
A qualified (certified) Service member who, from a forward position, directs the action of combat
aircraft engaged in close air support and other offensive air operations. A qualified and current joint
terminal attack controller will be recognized across the Department of Defense as capable and
authorized to perform terminal attack control. Also called JTAC. (JP 1-02)
mobile training team
A team consisting of one or more U.S. military or civilian personnel sent on temporary duty, often to a
foreign nation, to give instruction. The mission of the team is to train indigenous personnel to operate,
maintain, and employ weapons and support systems, or to develop a self-training capability in a
particular skill. The Secretary of Defense may direct a team to train either military or civilian
indigenous personnel, depending upon host-nation requests. Also called MTT. (JP 1-02)
no-fire area
An area designated by the appropriate commander into which fires or their effects are prohibited. Also
called NFA. (JP 1-02)
National Stock Number
The 13-digit stock number replacing the 11-digit Federal Stock Number. It consists of the 4-digit
Federal Supply Classification code and the 9-digit National Item Identification Number. The National
Item Identification Number consists of a 2-digit National Codification Bureau number designating the
central cataloging office (whether North Atlantic Treaty Organization or other friendly country) that
assigned the number and a 7-digit (xxx-xxxx) nonsignificant number. The number shall be arranged as
follows: 9999-00-999-9999. Also called NSN. (JP 1-02)
naval surface fire support
Fire provided by Navy surface gun and missile systems in support of a unit or units. Also called
NSFS. (JP 1-02)
8 February 2009
FM 3-05.230
Glossary-11
Glossary
nongovernmental organization
A private, self-governing, not-for-profit organization dedicated to alleviating human suffering; and/or
promoting education, health care, economic development, environmental protection, human rights, and
conflict resolution; and/or encouraging the establishment of democratic institutions and civil society.
Also called NGO. (JP 1-02)
order of battle
The identification, strength, command structure, and disposition of the personnel, units, and equipment
of any military force. Also called OB. (JP 1-02)
other government agency
Within the context of interagency coordination, a non Department of Defense agency of the United
States Government. Also called OGA. (JP 1-02)
relief in place
An operation in which, by direction of higher authority, all or part of a unit is replaced in an area by
the incoming unit. The responsibilities of the replaced elements for the mission and the assigned zone
of operations are transferred to the incoming unit. The incoming unit continues the operation as
ordered. (JP 1-02)
restrictive fire area
An area in which specific restrictions are imposed and into which fires that exceed those restrictions
will not be delivered without coordination with the establishing headquarters. Also called RFA.
(JP 1-02)
restrictive fire line
A line established between converging friendly surface forces that prohibits fires or their effects across
that line. Also called RFL. (JP 1-02)
supporting arms coordination center
A single location on board an amphibious command ship in which all communication facilities
incident to the coordination of fire support of the artillery, air, and naval gunfire are centralized. This
is the naval counterpart to the fire support coordination center utilized by the landing force. Also
called SACC. (JP 1-02)
suppression of enemy air defenses
Activity that neutralizes, destroys, or temporarily degrades surface-based enemy air defenses by
destructive and/or disruptive means. Also called SEAD. (JP 1-02)
tactical facility
Any secure urban or rural facility that enables Army special operations forces to extend command and
control, provides support for operations, and allows operational elements to influence a specified area.
Special Forces tactical facilities include a variety of secure locations for Special Forces operations,
including (but not limited to) firebases, camps, and team houses. Also called TACFAC.
time-phased force and deployment list
Appendix 1 to Annex A of the operation plan. It identifies types and/or actual units required to support
the operation plan and indicates origin and ports of debarkation or ocean area. It may also be generated
as a computer listing from the time-phased force and deployment data. Also called TPFDL. (JP 1-02)
Glossary-12
FM 3-05.230
8 February 2009
References
Army Publications
DA Form 1355-1 (Hasty Protective Row Minefield Record)
DA Form 3953 (Purchase Request and Commitment [PR&C])
DA Form 5517-R (Standard Range Card)
DA PAM 420-11, Facilities Engineering Project Definition & Work Classification, 7 October 1994.
FM 3-0, Operations, 27 February 2008.
FM 3-07, Stability Operations, 6 October 2008.
FM 3-09.32, (JFIRE) Multiservice Tactics, Techniques, and Procedures for the Joint Application of
Firepower, 20 December 2007.
FM 3-19.1, Military Police Operations, 22 March 2001.
FM 5-0, Army Planning and Orders Production, 20 January 2005.
FM 5-34, Engineer Field Data, 19 July 2005.
GTA 31-01-003, Detachment Mission Planning Guide, 1 March 2006.
GTA 41-01-005, Religious Factors Analysis, 2 January 2008.
STP 31-18C34-SM-TG, Soldier’s Manual and Trainer’s Guide, MOS 18C, Special Forces Engineer
Sergeant Skill Levels 3 and 4, 8 July 2003.
Joint Publications
CJCSI 7401.01D, Combatant Commander Initiative Fund, 30 September 2008.
JP 1-02, Department of Defense Dictionary of Military and Associated Terms, 12 April 2001.
JP 3-09.3, Joint Tactics, Techniques, and Procedures for Close Air Support (CAS), 3 September 2003.
Other Publications
DD Form 1155 (Order for Supplies or Services)
DD Form 1391 (Military Construction Project Data)
DD Form 1972 (Joint Tactical Air Strike Request)
forms/formsprogram.htm).
DODI 2000.16, DoD Antiterrorism (AT) Standards, 2 October 2006.
SF 33 (Solicitation, Offer, and Award)
SF 44 (U.S. Government Purchase Order Invoice Voucher)
Note: The images depicted in Figure 2-8 (page 2-11), Figure 2-9 (page 2-15), and Figure 3-1
(page 3-3) are copyrighted. They are used in this publication with permission of the copyright
holder, Osprey Publishing.
8 February 2009
FM 3-05.230
References-1
This page intentionally left blank.
Index
CONEX, 2-10, 2-15, 3-11
government purchase card,
A
6-15
construction
access road, 1-8, 1-10, 2-3,
fighting trenches, 3-5
group support battalion, 5-4
2-12, 2-22, 2-24
floors, 3-1
through 5-6, 5-8
administration area, 2-3
machine-gun bunkers, 3-2
H
administration sector, 1-1, 1-3,
mortar positions, 3-2
1-4, 1-8, 1-10, 2-3, 2-7, 2-9,
observation towers, 3-4
helicopter landing zone, 1-5,
2-19, 2-22, 2-24, 5-8
roof, 3-2
1-12, 2-19, 2-21, 3-8
walls, 3-1
airfield, 2-19, 2-21, 2-24, 2-25,
holding area, 4-17
3-7, 3-8
contact point, 4-16
hostile environment, 2-3, 4-2
airspace coordination area,
contracting officer technical
human resource, 5-1, 5-6
4-19, 4-20
representative, 6-11
humanitarian and civic
ammunition bunkers, 2-10,
coordinated fire line, 4-18
assistance, 6-10
2-14, 2-15, 3-11
crisis action planning, 5-8
I
ammunition crates, 2-10, 3-10
critical nodes matrix, 1-3, 1-4
independent government cost
area assessment, 2-1, 2-2,
D
estimate, 6-1 through 6-4
C-1 through C-9
initial, C-1
dining facility, 1-8, 2-14, 2-18,
initial phase, 1-4, 1-12
preventative medicine, C-4
5-5, 5-9, 5-10, 5-13, 6-5, B-3
initial point, 4-11, 4-16
principal, C-1
dispensary, 1-5, 1-12, 2-9
inner barrier, 2-3
area study, 2-1, 7-3, A-1
through 2-21
inner perimeter, 1-10, 2-3, 2-6,
through A-5, C-1
E
2-7, 2-10 through 2-12, 2-14,
automatic resupply, 5-7
2-17, 2-18
egress control point, 4-16, 4-17
B
installation property book
emergency resupply, 5-7
officer, 6-2
Brick and masonry, 3-9
emergency signal, 2-12, 3-12
international merchant
C
en route point, 4-16
purchase authorization card,
cache, 5-8
evasion plan of action, 7-3, 7-6,
6-14
B-1
Center for Army Lessons
ISOFAC, 2-7
Learned, 2-2
F
isolation facility, 5-13
cinder block, 3-11
fencing, 2-6, 2-7, 2-12, 2-14,
J
Cinva-Ram, 2-7, 3-12
3-8, 3-12
joint acquisition review board,
classes of supply, 5-2, 5-8
field ordering officer, 6-1, 6-2,
6-1 through 6-3, 6-11
6-11, 6-13
claymore mines, 1-10, 2-13
joint combined exchange
field services, 5-3
close air support, 4-1, 4-3
training, 5-5
through 4-5, 4-10 through
fighting bunker, 2-14
joint fires, 4-3
4-17
fire arrow, 2-12, 3-12
joint special operations area,
close combat attack, 4-3
fire support coordination line,
5-7, 5-8
through 4-5, 4-10 through
4-18, 4-19
joint special operations task
4-17
fire support coordination
force, 5-1, 5-2, 5-5, 5-6, 7-6
closeout, 7-6, 7-7
measure, 4-10, 4-16, 4-18
joint terminal air controller,
Combatant Commander's
force health protection, 5-1, 5-6
4-5, 4-10 through 4-14, 4-16,
Initiative Fund, 6-10
4-17
free-fire area, 4-19
combating terrorism, 6-9
fuel point, 2-14, 2-18
L
commander's emergency
latrine, iii, 1-7, 1-8, 2-11, 3-10
response program, 6-5, 6-6
G
line of communications, 2-14
concept plan, 5-8
generator bunkers, 2-9, 2-10
concrete, 3-1, 3-6 through 3-8,
government building, 2-19,
6-5
2-21
8 February 2009
FM 3-05.230
Index-1
Index
M
paying agent, 6-1, 6-2, 6-11,
statement of work, 6-1 through
6-13
6-4, 6-7, 6-12
main gate, 2-19, 2-22 through
2-24
perimeter road, 2-12, 2-24
steel drums, 3-10, 3-11
main road, 2-24, 2-25
permanent phase, 1-10, 1-13
support center, 2-1, 5-1, 5-13
main-gate bunkers, 2-23
permissive environment, 4-2
suppression of enemy air
defenses, 4-14
maintenance, 1-10, 1-13, 2-1,
petroleum, oils, and lubricants,
2-9, 2-10, 2-12, 2-14, 2-18,
5-7, 5-8, 5-10, 5-11, 6-12,
surrounding area, 1-8, 1-10,
4-1, 5-1 through 5-6, 5-9,
A-5, C-3
2-3, 2-19, 2-21, 2-22, 2-24,
5-11 through 5-13, 5-15, 6-5
2-25
Purchase Request and
through 6-7, 6-9
Commitment, 6-1 through
T
medical bunker, 2-9
6-4, 6-13
tactical operations center, 2-3,
military construction, 6-6
R
2-17
through 6-9
radar, 1-4, 4-6, 4-7 through 4-9
tanglefoot, 1-10, 2-12
military decision-making
restrictive fire area, 4-19
temporary phase, 1-8, 1-13
process, 2-1, 2-2, 7-6
restrictive fire line, 4-19
threat level, 4-2
military interdepartmental
purchase request, 6-4
rock, 3-8, 3-9, 3-11, A-2
Title 10, United States Code,
5-8, 6-5
mobile training team, 5-5
rules of engagement, 2-13, 4-2,
4-10, 4-13, 4-16
transfer of authority, 7-1
mortar positions, 2-10
rural tactical facilities, v, 1-2
trash point, 2-12, 2-18
motor pool, 2-14, 2-18
through 1-4, 1-6 through 1-8,
U
N
1-10, 1-12, 1-13, 2-3, 2-6,
2-16, 2-25, 3-1, 3-7, 3-12,
uncertain environment, 4-2
no-fire area, 4-19
7-5, 7-6, A-2, A-4, C-6
undeveloped theater, 5-5, 5-6
O
S
unfunded requirement, 6-9
observation towers, 2-16, 3-4,
sandbags, 2-7, 2-9, 2-10, 2-15,
unmanned aircraft system, 4-9,
3-5
2-19, 2-21, 3-1, 3-2, 3-5, 3-8,
4-10
Office of Military Affairs, 6-6
3-9, 3-10, 3-11, 5-8
urban tactical facilities, 1-12,
on-call resupply, 5-7
7-4, 7-6
signals center, 2-1, 5-13
operation plan, 5-1, 5-8
site survey, 2-1, 2-2, B-1
V
operations center, 1-8, 2-1, 2-3,
special operations debrief and
vehicle revetments, 2-11
2-7, 5-13
retrieval system, 2-1, 2-2
vehicleborne improvised
other procurement—Army, 6-6,
special operations theater
explosive device, 7-5
6-7
suppoirt element, 5-8
outer barrier, 1-10, 2-3
W
stackable barrier system, 1-5,
outer perimeter, 2-3, 2-14, 2-17
1-10
water point, 2-18
staff judge advocate, 6-4, 6-6,
weapons range, 2-18
P
6-8, 6-9, 6-11, 6-13, 6-15
wood, 3-1, 3-6, 3-7, 3-9
pallets, 2-10, 2-15, 3-1, 3-8,
statement of requirement, 2-1,
3-10, 3-11
5-1, 5-6, 5-8
Index-2
FM 3-05.230
8 February 2009
FM 3-05.230
8 February 2009
By Order of the Secretary of the Army:
GEORGE W. CASEY, JR.
General, United States Army
Chief of Staff
Official:
JOYCE E. MORROW
Administrative Assistant to the
Secretary of the Army
0900905
DISTRIBUTION:
Active Army, Army National Guard, and U.S. Army Reserve: To be distributed in accordance with
the initial distribution number (IDN) 115905, requirements for FM 3-05.230.
PIN: 080972-000
Handling Instructions for CALL
Electronic Media and Paper Products
Center for Army Lessons Learned (CALL) authorizes official use of this CALL
product for operational and institutional purposes that contribute to the overall
success of U.S., coalition, and allied efforts.
The information contained in this product reflects the actions of units in the field
and may not necessarily be approved U.S. Army policy or doctrine.
This product is designed for official use by U.S., coalition, and allied personnel and
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consent of CALL.
U.S. UNCLASSIFIED
REL NATO, GCTF, ISAF, MCFI, ABCA
For Official Use Only
SOF COMBAT CASUALTY CARE HANDBOOK
Foreword
This handbook was previously distributed as a supplement to the Journal of Special
Operations Medicine. The realm of special operations forces (SOF) medicine is a unique
and ever-changing one that demands specialized training for our joint SOF. Managing
trauma on today’s battlefield presents a dynamic array of challenges where limited
resources can be rapidly overwhelmed. An austere environment, hostile gunfire, and delays
in casualty evacuation (CASEVAC) are the norms for the special operations medic.
The material in this handbook was gleaned from special operations medics operating in the
Global War on Terrorism and other operational environments. It should not be viewed as a
substitute for the professional training and judgment of special operations medics; rather, it
is designed to be a hip-pocket reference on the tactics, techniques, and procedures (TTP) of
SOF-relevant tactical combat casualty care.
Key Lessons
• Ninety percent of combat loss of life occurs before casualties ever reach a
military treatment facility (MTF); treatment prior to casualty evacuation is vital.
• Litter carries are fundamental for good patient care; they prevent further injury
and get individuals off target as soon as possible. Rehearse manual carry
methods prior to deployment.
• Every special operations warfighter should carry a tourniquet and be thoroughly
familiar with its application.
• When managing multiple casualties, apply the principles of triage in classifying
the priority of treatment and evacuation.
• Rehearse and employ all of the mechanics of CASEVAC from the point of
injury to the handover at a MTF.
This handbook provides a number of considerations when employing medical support to
SOF in combat. The challenges are numerous, but the special operations medic must
deliver medical care to save Soldiers’ lives. The collection of TTP in this handbook will
enhance the medic’s ability to determine the optimum method to deliver casualty survival
assistance.
Steven Mains
Colonel, Armor
Director
Center for Army Lessons Learned
U.S. UNCLASSIFIED
REL NATO, GCTF, ISAF, MCFI, ABCA
i
For Official Use Only
SOF COMBAT CASUALTY CARE HANDBOOK
SOF Combat Casualty Care Handbook
Table of Contents
Foreword
i
Chapter 1: Special Operations Forces Combat Casualty Care
1
Chapter 2: Care Under Fire
7
Chapter 3: Tactical Field Care
11
Chapter 4: Casualty Evacuation Care
27
Appendix A: Combat Triage
35
Appendix B: Casualty Evacuation Operations
37
Appendix C: Tactical Combat Casualty Care Form
47
Appendix D: Acronyms
51
Appendix E: References
55
Center for Army Lessons Learned
Director
Colonel Steven Mains
Managing Editor
David Bialas
CALL Analysts
Ken Cannon
James Warner
Contributing Authors
Master Sergeant
Thomas Rich, USAF
Christopher Blake
Production Manager
Valerie Tystad
Editor
Patricia McAllister
Graphic Artist
Eric Eck
Printing Support Liaison
Carrie Harrod
U.S. UNCLASSIFIED
REL NATO, GCTF, ISAF, MCFI, ABCA
iii
For Official Use Only
CENTER FOR ARMY LESSONS LEARNED
The Secretary of the Army has determined that the publication of this periodical is
necessary in the transaction of the public business as required by law of the
Department.
Unless otherwise stated, whenever the masculine or feminine gender is used, both
are intended.
Note: Any publications (other than CALL publications) referenced in this product,
such as ARs, FMs, and TMs, must be obtained through your pinpoint distribution
system.
U.S. UNCLASSIFIED
REL NATO, GCTF, ISAF, MCFI, ABCA
iv
For Official Use Only
SOF COMBAT CASUALTY CARE HANDBOOK
Chapter 1
Special Operations Forces Combat Casualty Care
Introduction
Managing combat trauma on the modern battlefield represents challenges that are
scarcely encountered within the civilian community. The advent of tactical combat
casualty care (TCCC) represented a fundamental paradigm shift from the care of
casualties (CAX) that evolved in the late 1970s. Special operations forces (SOF)
engaged in combat operations, removed from conventional forces (CF) and with
austere logistical support, represent a set of unique challenges, as well. The limited
amount of equipment and medical supplies, coupled with delays in evacuation, add
to what is already a frightening experience. Being wounded also generates great
fear and anxiety in the CAX. Special operations medics, exposed to hostile fire
while caring for CAX, become likely targets, resulting in the special operations
medic unintentionally becoming “part of the problem, not the solution” and forcing
CAX to care for themselves. The conditions associated with this type of
environment demand specialized training for all SOF. We refer to this specialized
training as SOF combat casualty care.
Historical Perspective
The foundations of SOF combat casualty care began with the Advanced Trauma
Life Support (ATLS) Training Program. ATLS was established after a tragic plane
crash in 1976 in rural Nebraska, which devastated an entire family. The pilot, an
orthopedic surgeon, was seriously injured, while his wife was killed instantly.
Three of his four children sustained critical injuries. This physician had to flag
down a passing motorist to transport his children to the nearest hospital. Upon
arrival, he found the small rural hospital locked. Even after the hospital was opened
and a physician was called in, he found the emergency care provided at the regional
hospital inadequate and often inappropriate. Once he returned to work, the
physician, with assistance from advanced cardiac life support (ACLS) personnel
and the Lincoln Medical Education Foundation, began to collate a set of protocols
for the management of such patients and produced the initial framework for the
national ATLS course. These protocols were adopted by the American College of
Surgeons (ACS) Committee on Trauma (COT) in 1980.
The original intentions of the ATLS courses, modeled on the ACLS program, were
to train physicians and nurses who did not manage trauma routinely in the initial
management of the severely injured patient. Several changes in the standard
protocols used to treat trauma CAX were modified. Previously, a complete
evaluation was performed; a diagnosis was made; and only then, was the casualty
treated. The new approach was to establish a protocol to assess then treat the most
life-threatening injuries first, and accordingly, move on to the next injury. The
“ABCs” of trauma was established to prioritize the order of assessment and
treatment. Nothing new was added; current evaluation procedures were simply
reorganized to reduce morbidity and mortality in the “golden hour” of trauma. The
ATLS pilot courses were introduced in Auburn, Nebraska in 1977. By 1980, these
courses expanded nationally under the auspices of the ACS. Early reports on the
implementation and evaluation of these pilot courses and the improvements in
civilian trauma care appeared in the literature soon afterward.
U.S. UNCLASSIFIED
REL NATO, GCTF, ISAF, MCFI, ABCA
1
For Official Use Only
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