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Archive for the ‘Profession of Arms’ Category

US Army Publishes Doctrinal Primer on the Profession of Arms

Friday, May 16th, 2025

FORT LEAVENWORTH, Kan. — On May 13, 2025, the U.S. Army Combined Arms Center released a one-of-a-kind publication — a new Field Manual about what it means to be a member of the profession of arms and the obligations Soldiers have to each other, to civilian leadership and to fellow citizens. The manual, FM 1, The Army: A Primer to Our Profession of Arms, is available for download from the Army Publishing Directorate.

In the foreword, Chief of Staff of the Army Gen. Randy George writes, “This book is written for our Army. It explains our profession, our purpose, and what it means to be an American Soldier. You will notice this book is not written like other military doctrine; it touches on values and concepts through stories and in non-prescriptive terms. It requires judgment in application.”

Field Manual 1 packs a big punch in 10 chapters and only 74 pages. Written in easily understood language and supported with historical vignettes, FM 1 is meant to be read from cover to cover. It is, by design, decidedly “non-doctrine” doctrine, and will serve as a resource for junior leaders, both officers and noncommissioned officers, to explain where they fit in the “Big Army.”

While primarily designed for new lieutenants and sergeants, leaders at all levels will find FM 1 useful for guiding discussion, leader professional development and reflection, according to Rich Creed, director, Combined Arms Doctrine Directorate. “At higher levels of professional military education, you may have a block of time to discuss the material from different perspectives. Rather than learning the material in the book, you might think through, ‘How am I taking the material in FM 1 and making it real in my unit?’ Or, ‘How is FM 1 serving as the foundation for how I coach, counsel and mentor?’” he said.

The writing and publication of FM 1 has been a priority for the CSA’s office, CAC and CADD for more than a year. Initially, the plan was to combine the primer’s content with the current Army Doctrine Publication 1, The Army; however, Gen. George decided a shorter, standalone publication would better meet his intent.

Creed acknowledges that ADP 1 and FM 1 both have a purpose. “The Army” as outlined in ADP 1 is written for a more experienced audience, as well as for external audiences such as members of Congress, sister services and multinational partners.

The new FM 1, with its distinctive tone and style, is more like a welcome letter to new leaders: “‘Hey, welcome to the team, get your stuff together. It’s going to be an exciting ride, and here’s what we expect of you,’” he said.

By Randi Stenson, MCCoE Public Affairs

Medal of Honor Recipients Offer Insights at SOF Week

Thursday, May 15th, 2025

TAMPA, Fla. — Of the 3,536 Medals of Honor presented since its establishment in 1861, only 61 recipients are alive today, and only a handful of them come from the U.S. special operations forces community.

Yesterday, three of those SOF recipients attended a panel discussion at Special Operations Forces Week 2025 in Tampa, Florida.

Retired Army Sgt. Maj. Thomas P. Payne, retired Army Master Sgt. Earl D. Plumlee and Army Command Sgt. Maj. Matthew O. Williams shared experiences and lessons learned from their heroic actions during an hourlong conversation that emphasized the importance of trust, mentorship and resilience in leadership.

All three men explained what being a Medal of Honor recipient means to them on a personal level.

“Every time we put the medal on, it’s a gracious gift to sit here and talk about it,” said Williams, who received the medal for his actions of valor during Operation Commando Wrath in Afghanistan in 2008.

He added that a surprising number of people are unaware of the medal’s significance.

“And that significance has nothing to do with the guy wearing it, or the action that they took; but it’s the idea that you’re willing to put yourself and your life on the line for the guys [to the] left and [to the] right of you,” he said.

Plumlee, who received his medal for saving numerous lives by mounting a successful counterattack under heavy fire against Taliban insurgents in Afghanistan in 2013, explained that he shared his ceremony with two other recipients, both of whom received the medal posthumously.

“That really brought some gravity,” he said.

He also explained that, with credible eyewitness testimony being a requirement for receiving the medal, many SOF personnel may be just as deserving of such an award but will never receive the recognition.

“I know a lot of guys who have done very heroic things, but it’s not captured and provable, [so] there’s no medal for it,” Plumlee said.

“It’s humbling, and I like to say that I’m wearing [the medal] for [the U.S. Special Operations Command] and vast amounts of operators who have done very heroic things for very little recognition, and [who] just went back to work the next day,” he added.

“Just letting the medal be a part of my life [has] required me to grow up,” said Payne, who received his MOH for saving 70 hostages with little regard for his own life during a 2015 rescue operation in Iraq.

“It’s just a process to live up to the standard of wearing the Medal of Honor, which is hard — every single day — and so, it’s a ‘beautiful burden,'” Payne added, quoting his friend and fellow recipient, retired Marine Cpl. Kyle Carpenter.

The three men also spoke about their shared passion for continued service following their time in uniform.

Plumlee said he gets the most out of inspiring others to serve their country.

“I love talking to people [who] were not thinking about serving — or if they’re dabbling in it — and really, you know, mentoring [them] and lighting that fire,” Plumlee said, adding that the country is always in need of men and women to sign up for military service and “take ownership of the country.”

“Every politician’s speech and every successful business is built on the bedrock of the security that the [Defense Department] provides,” he said.

Williams also said he enjoys encouraging others to serve, if not in the military, then in some other manner that benefits the country.

“One thing that really shocked me when I received the medal … was how much I enjoyed talking to other people about it and just perpetuating the values that we stand for … especially service, and how important service actually is,” Williams said.

“I like just talking about that — engaging specifically with kids and students — and going to schools and hoping to provide a little bit of a glimmer of hope for our country,” he added.

Payne said SOF operators like himself and the others on stage have lots of friends buried at Arlington National Cemetery in Virginia, and that he and his fellow SOF veterans are fortunate to be alive.

“I’ve just tried to live an extraordinary life in honor of my teammates … We’re on ‘plus time’ now,” he said, adding that, despite having been medically retired from the Army, he continues to find ways to serve his country.

“There’s a passion to serve still [and] I’m going to continue to serve in different ways,” Payne said.

By Matthew Olay, DOD News

RAND Study – Setting Higher Close Combat Standards for the Army Combat Fitness Test

Tuesday, April 22nd, 2025

In the announcement to transition this June from the Army Combat Fitness Test to the Army Fitness Test, the Army referenced a study by RAND, published in late December, 2024. Here is a link to the full study as well as a summary.

www.rand.org/content/dam/rand/pubs/research_reports/RRA3000/RRA3092-1/RAND_RRA3092-1

Key Findings

There is sufficient evidence to inform the Army’s decision on raising ACFT standards for close combat MOSs

The ACFT with current administration protocols and standards has been evaluated against injury outcomes.

Higher ACFT standards for close combat MOSs can be implemented as a strategy to ensure that overall fitness is maintained at the higher levels demonstrated by soldiers in close combat MOSs.

For the MDL, there is strong evidence that can inform a specific higher minimum standard for combat MOSs based on combat task performance. For the other five ACFT events, the quality and quantity of evidence varies.

Results from the Practice Phase highlight trade-offs among alternative standards

Evidence from the Practice Phase suggests that an overall ACFT score minimum of 450 points and 150 pounds on the MDL may be too high to achieve a 95 percent overall pass rate and 90 percent pass rate for select subgroups. Under all options considered, the reserve component exhibits lower pass rates.

Alternative approaches to higher standards affect ACFT pass rates differently. Younger, female soldiers have lower pass rates when the MDL standard increases, while several MOSs have lower pass rates when the standard for total ACFT points is increased to 450.

However, prior research shows that soldiers’ performance improves with experience, so the pass rates observed in the Practice Phase may understate the extent to which soldiers will continue to improve toward new standards.

Recommendations

The Army should weigh the evidence across such key decision criteria as defensibility and relevance to general fitness or combat task performance and select a standard accordingly.

Consider compensatory approaches that raise as a new standard the overall points requirement to ease implementation and minimize variation in subgroup outcomes.

Supporting policy should be implemented to facilitate the movement to higher standards. This could include glide paths to allow soldiers sufficient time to train, access to training resources, and clear messaging about the goals of the higher ACFT standard.

Consider re-norming the scoring system at the same time as adopting higher standards to reflect current age and gender norms throughout the Army and ensure that norms are appropriately set for soldiers in both close combat and non–close combat MOSs.

Collect further evidence for minimum ACFT standards through criterion-related validation studies that examine the relationship between each ACFT event and organizational outcomes, such as combat task performance, retention rates, and other relevant metrics.

Army Establishes New Fitness Test of Record to Strengthen Readiness and Lethality

Tuesday, April 22nd, 2025

WASHINGTON – The U.S. Army announced today the establishment of the Army Fitness Test (AFT) as the official physical fitness test of record for all Soldiers, replacing the Army Combat Fitness Test.

The five-event AFT, is designed to enhance Soldier fitness, improve warfighting readiness, and increase the lethality of the force.

The AFT consists of the three-repetition maximum deadlift, hand-release push-up army extension, sprint-drag-carry, plank, and two-mile run. RAND Corporation analysis and Army data from nearly 1 million test records helped inform the new standard.

Phased implementation of the AFT will begin June 1, 2025, with new scoring standards for Soldiers in 21 combat military occupational specialties (MOSs) taking effect on January 1, 2026, for the active component and June 1, 2026, for the Reserve and National Guard.

The AFT combat standard is sex-neutral and age-normed. Soldiers serving in combat specialties must achieve a minimum of 60 points per event and an overall minimum score of 350.

The AFT general standard is performance-normed by sex and age groups. Soldiers serving in combat-enabling specialties must attain a score of at least 60 points per event and an overall minimum score of 300.

Implementation guidance and associated execution orders will be released in May.

The change reflects the Army’s continued focus on building a physically ready force capable of meeting operational demands in austere environments.

The Army is also adapting its policy framework to support implementation, including support to Soldiers with medical profiles and governance to monitor the impact of the new standard on readiness, retention, and end strength.

Army Public Affairs

Below is the implementing memorandum.

Texas A&M University Wins SIG SAUER Relentless Warrior Championship Title

Monday, April 21st, 2025

NEWINGTON, N.H., (April 21, 2025) – SIG SAUER, Inc, industry leading manufacturer of cutting-edge firearms, optics, and ammunition, and the SIG SAUER Academy were honored to host the 2025 SIG Relentless Warrior Championship (SRWC) event. This year marked the largest SRWC in the event’s history hosting one hundred and twenty-six competitors. Cadets from the Air Force Academy, Coast Guard Academy, Royal Military College of Canada, University of North Georgia, Texas A&M, Merchant Marine Academy, Virginia Polytechnic Institute (VA Tech), West Point, The Citadel, and Virginia Military Institute (VMI) competed at the SIG SAUER Academy in Epping, New Hampshire over two days of stiff competition. At the conclusion of the event, competitors were honored at an awards banquet featuring retired US Army Lt. General John Deedrick. 

The Texas A&M Corps of Cadets fended off defending champions UMA West Point to claim the team victory at the SIG SAUER Relentless Warrior Championship.

The SIG Relentless Warrior Challenge consisted of six challenging stages, testing competitors’ skills in marksmanship, teamwork, and leadership through mission focused themes. After a hard-fought battle with the New England cold, wind, rain, snow, and defending West Point champions, Texas A&M brought home the title of 2025 SIG Relentless Warrior Champion. 

 “On behalf of all the Cadets and Mid-shipmen who attended, I am very grateful to SIG SAUER for the time and effort committed to this event. I have coached 12 years of this match, and this was hands down the best organized and executed,” said Kevin Jimmerson, Marksmanship Instructor & Coach, Texas A&M Corps of Cadets Marksmanship Unit (CCMU).

“Competition is not about winning but improving your deficiencies. This is a vitally important lesson for these young men and women who will soon be leading young Americans in defense of our Country,” continued Mr. Jimmerson. “This Texas A&M team developed confidence and competence. We brought everything with us we needed to win this match.”

Awards for the SIG Relentless Warrior Championship:

Team Finishes

First Place – Texas A&M

Second Place – U.S. Military Academy at West Point

Third Place – Virginia Tech

Fourth Place – The Citadel

Fifth Place – University of North Georgia

Individual Finishes

Top Gun Overall Champion:  Shiloh Lewis – Texas A&M

Second Place Overall:  Thomas Nunnally – Texas A&M

Third Place Overall:  Lewis Hare – West Point

Fourth Place Overall:  Andrew Frattini – West Point

Fifth Place Overall:  Parker Pugno – Texas A&M

High Lady:  Megan Cooper – West Point

Shoot-Off Winner:  Lewis Hare – West Point

Team Top Shots (highest finisher for each school)

Texas A&M – Shiloh Lewis

West Point – Lewis Hare

Virginia Tech – Tyler Wade

Air Force Academy – Robert Woertink

The Citadel – Hudson Chase

University of North Georgia – Lucian Buettner

RMC Canada – Zak Lopato-Miguel

VMI – Colin Russell

Coast Guard Academy – Dhiren Kettish

Merchant Marine Academy – Evan Hoang-Le

Spirit of the Warrior Award:  RMC Canada Team

“It is such an honor to host the SIG Relentless Warrior Championship each year and provide a competitive shooting landscape where these cadets can experience the skills, stress, comradery, and teamwork to help develop future leaders of the military who will serve and protect our freedoms,” said Phil Strader, Vice President, Consumer Affairs.

“I’m proud of the Texas A&M Corps of Cadets and their efforts preparing for this competition. They fittingly embodied the infamous words of former Texas A&M football coach Paul ‘Bear’ Bryant, ‘It’s not the will to win that matters – everyone has that. It’s the will to prepare to win that matters.’ Congratulations to them, and to everyone who helped make this event a success,” concluded Strader. 

Additional pictures can be viewed here: coastridemedia.pixieset.com/sigsauerrelentlesswarrior

www.sigsauer.com

Maneuver Short Range Air Defense in Brigade Combat Team Operations

Monday, April 21st, 2025

Observations and Best Practices of The 6th Battalion, 56th Air Defense Artillery, National Training Center, Rotation 25-02

Download document here: No. 25-976, MSHORAD in BCT Operations [PDF – 565.1 KB]

Introduction: Defining the Role of Short Range Air Defense in the Brigade Combat Team (BCT)

Short Range Air Defense (SHORAD) is an inherently demanding mission set, requiring Air Defense commanders, leaders, and subject-matter experts to have a comprehensive understanding of air threats, and system capabilities, as well as an understanding of the ground fight for Air Defense units to meet their higher headquarters’ commander’s intent and end State.

The relationship between SHORAD units and the supported maneuver commander is a unique dynamic that requires detailed planning through the Military Decision-Making Process (MDMP) to ensure there is a shared understanding, vertically and horizontally, for incorporation of SHORAD into the scheme of maneuver.

Since 2022, three Maneuver SHORAD (M-SHORAD) Battalions have been established, with two organic to division-level organizations. It is during this initial window of establishing M-SHORAD that lessons learned, and best practices must be captured at the National Training Center, and codified as actionable doctrine for the Air Defense force at large.

This paper describes both best practices and recommendations for M-SHORAD batteries in support of the Brigade Combat Team (BCT) and division, specifically regarding the role of the Air Defense Coordinator (ADCOORD), employment of Stinger and Counter-small Unmanned Aircraft System (C-sUAS) systems, and engagement authority within the division. The ADA Branch must continually examine the role of SHORAD and mission command dynamics to set conditions for success in future SHORAD implementation. This paper references the yet-to-be-published FM 3-01, dated 04 November 2024, to provide appropriate context for the National Training Center rotation 25-02. Charlie Battery, 6th Battalion, 56th Air Defense Artillery Battalion (C/6-56 ADA BN) was the supporting M-SHORAD Battery during this rotation.

The Role of the Air Defense Coordinator

Battery commanders of M-SHORAD units often find that they, as the air defense coordinator (ADCOORD), have more detailed and contextual information at their level than at the Division Air Defense (DIVAD) headquarters when supporting the BCT. Enemy air avenue of approach, force protection capabilities, other Air Defense assets in the area of operation, local dynamics, and a host of other mission considerations are often better understood in real-time by the battery commander rather than their higher headquarters. In this relationship, immediate decision-making on detailed matters and specific actions is best executed at the lowest level, where the information and contextual understanding are timelier and more precise.

Throughout rotation 25-02, the C/6-56 ADA BN battery commander validated this concept through continual integration into the brigade plans and current operations (CUOPS) at the Main Command Post (MCP). It was critical that the battery commander had a holistic understanding of the brigade’s mission, and appropriately planned considerations for the battery to manage the execution of air defense operations. The most significant impacts the ADCOORD had were specific recommendations of task organization and command relationships (COMREL), synchronized efforts for the development of the unit airspace plan (UAP) to define Airspace Management requirements, and the early integration into MDMP and Intelligence Preparation of the Operational Environment (IPOE).

While C/6-56 ADA BN had a comprehensive task organization and COMREL going into the rotation, the nature of the fight required dynamic reorganization of the battery to optimize ADA assets in opposition to the air threats. Integrating the ADCOORD with the brigade S2, plans, and operations officer enabled the ADCOORD to inform the commander and adjust the task organization appropriately to ensure M-SHORAD coverage supported the identified unit or protected asset.

As the ADCOORD, the Battery Commander also influenced the specific type of command and support relationships within the brigade. This synchronization was achieved through the purposeful integration of the Battery Commander through the MDMP process, and the deliberate inclusion of ADA considerations in the brigade’s decision support matrix (DSM), enabling the tenets of Air Defense and Mission Command throughout the operation.

Of note, the most detrimental impact on the ADCOORD was the understaffed and undertrained Air Defense Airspace Management (ADAM) cell. Due to the naturally demanded requirements to provide real-time information to the MCP and CUOPS, there continued to be an increased expectation of situational awareness from the ADAM cell, especially considering the threat of unmanned aircraft systems (UAS) and deliberate integration of M-SHORAD.

To help the ADAM cell manage the fight, the C/6-56 commander provided Soldiers from the battery. However, this resulted in “mission creep,” with the battery effectively serving as the ADAM cell, specifically regarding battle drills, TOC updates, and COP management. It is critical to the functions of the MCP, and supporting M-SHORAD Battery to ensure the ADAM cell is manned, trained, and equipped to enable command post activities with marginal, if any, augmentation from the battery.

While the draft of FM 3-01 does outline a battery commander as the ADCOORD to a supported Brigade Commander, it does not clarify the relationship of multiple SHORAD Battery Commanders to a single brigade.

Non-Dedicated Stinger Teams

In 2017, the Headquarters Department of the Army published HQDA EXORD 182-17 Implementation of Increasing Short Range Air Defense (SHORAD) To Maneuver Forces Initiative. The United States Army Air Defense Artillery School immediately began training various non-air defense Soldiers and units as part of this directive. Since then, units have struggled maintaining training proficiency and standards for gunnery programs within the BCTs and divisions.

In the case of rotation 25-02, approximately 24-man portable air defense systems (MANPADS) were issued to the BCT. However, it quickly became apparent that the operators of those systems were not integrated into the scheme of air defense. This included surface-to-air missile (SAM) engagement reports, MANPADS distribution plan, or the DSM to reallocate air defense assets. It was also unclear whether the operators were trained and certified on the weapons system, as the brigade did not maintain any centralized gunnery program.

While this may not be the case with every BCT or division, all units are required to understand the training and certification of Stinger operators for the proper planning and projection of ADA combat power. If it is the intent of the United States Army to increase the air defense capabilities within the BCT to non-air defenders, it is imperative for elements at the division and below to establish and manage a gunnery program.

Training circular (TC) 3-01.18 outlines the gunnery standards for both air defenders and non-air defenders; however, the current publication tasks the organic Army Air and Missile Defense Command (AAMDC) or delegated ADA Brigade Commander to oversee the program and establish a brigade standardization officer to evaluate battalion teams, training plans and training schedules.

It may be necessary to include a 14P, AMD Crewmember, Master Gunnery position, and the necessary equipment to divisions to provide oversight for evaluations and gunnery standards in line with TC 3-01.18 across the formation. The current TC only refers to Avenger Master Gunners but may be interchangeable with M-SHORAD Master Gunners based on the overlap of base knowledge of the Stinger weapon system. The Master Gunner position could be assigned to the Division AMD sections to support all division MANPADS gunnery, for both Air Defense and non-Air Defense Stinger teams.

While the draft FM 3-01 does charge the ADCOORD with providing oversight of AMD training and certification, the current TC is incongruent with the DIVAD construct within a division, including divisions that must maintain currency without a DIVAD to provide oversight. Until the training circular can better capture the current structure and requirement of non-dedicated air defense, it will likely be at the discretion of the division or BCT commander to determine the unit’s training strategies, standards, and training schedules.

In units without a DIVAD, non-dedicated MANPADS gunnery is even more problematic. In those cases, divisions maintain zero ADA commanders, with the division AMD chief serving as the senior air defender in the division and the ADAM air defense officer as the senior air defender in the brigade. In these organizations, there is even less capability to provide the necessary oversight to manage a MANPADS gunnery program in accordance with the current TC. It may be essential for the next iteration of the TC to shift to a MOS agnostic approach, enabling any organization or unit to establish MANPADS programs or source mobile training teams as necessary.

Counter Small UAS Systems and Employment

Much like the previously discussed MANPADS concerns, divisions and brigades lack the training proficiency and certification requirements associated with C-sUAS systems. While two divisions have been issued Smart Shooter, Modi, Bal Chatri, and Drone Buster, it is also clear that these systems have been either relegated to use only by assigned air defenders or lack any oversight, specifically in organizations that do not have a DIVAD battalion.

In those cases where a DIVAD is assigned to a division, air defenders show excellent proficiency when employing C-sUAS systems. However, the availability of personnel to employ handheld systems is limited, as the supporting ADA battery typically operates on their primary weapon system, the M-SHORAD Stryker. In cases where the systems are issued to non-dedicated air defenders, they generally are improperly employed due to limited training with the system.

The number of commercial off-the-shelf (COTS) systems or other capabilities that are not programs of record is also increasingly challenging to manage. Systems previously seen at the National Training Center include, but are not limited to, MADS-K, BEAST+, Titan, SkyView, and Enforceair. Including these self-procured systems increases the training requirements and certification for each BCT. These systems are often challenging to manage from an emission control (EMCON) and spectrum management perspective.

As recommended with the MANPADS, it is a commander’s prerogative to ensure training and certifications are managed within a centralized standardization program. As of 17 September 2024, the Fires Center of Excellence, Directorate of Training & Doctrine released the Counter-small Unmanned Aircraft Systems Home Station Training Support Package & Administrative Guide. The UAS support package should serve as the base document for units for handheld and self-procured systems until the appropriate gunnery standards are established. However, based on the type of C-sUAS systems, it will likely not be a comprehensive training guide.

Short Range Air Defense Engagement Authorities

As M-SHORAD continues to integrate into maneuver elements, the ability to make timely and accurate engagements and manage airspace within a brigade or division becomes increasingly more complex. Key to this discussion is the level of control for SHORAD units, specifically the engagement authority.

Joint Publication (JP) 3-01, Countering Air and Missile Threats states that while the engagement authority originates at the joint force commander (JFC) and can be delegated to the area air defense commander (AADC), and that engagement authority can also be delegated to the individual fire unit based on the operational necessity and rules of engagement (ROE) for defensive counterair operations.[2]

This level of autonomy will be vital to ensure that SHORAD units supporting the maneuver commander can make timely engagements to protect the force. The current draft of FM 3-01 states ADA commanders in divisions and BCTs control engagements using the ROEs, with engagements typically decentralized to the fire unit. However, this will still require a certain level of synchronicity to ensure engagements occur in line with the area air defense plan (AADP). Additionally, it will be necessary to establish engagement boundaries that consider the coordinating altitude (CA) for other airspace users and clearance of fires, forcing integration between the DIVAD and echelons above the brigade and division.

During rotation 25-02, C/6-56 ADA BN, in conjunction with the NTC higher control cell (HICON), refined the engagement authority to ensure that they met training objectives and best replicated real-world application. This was primarily accomplished through the deliberate planning and coordination between the Battery ADCOORD and HICON in line with the scenario-generated air threat and constructive division guidance.

The published rules of engagement considered declared hostiles, hostile intent, hostile act, and autonomous engagements and were subsequently published in the division order. In turn, C/6-56 ADA BN codified the brigade’s engagement authority for hostile air threats: “Stout VCs have engagement authority (EA) of RW and group 1-2 UAS. All engagements must be reported to ADAM/BAE and Nighthawk 6 at BDE Main. EA for FW and group 3-5 UAS is with BDE AMD Cell, Nighthawk 6, or BDE Main. All located at BDE TOC.

What was not detailed in the C/6-56 ADA BN plan was the CA. CA is a determining factor for engagements within a joint environment. In addition to the CA, the battery, in conjunction with the ADAM cell and brigade aviation element (BAE), needs to ensure that the appropriate airspace coordinating measure (ACM) requests are submitted as part of the UAP to create shared understanding between airspace users.

Observations from rotation 25-02 suggest the use of a low-altitude missile engagement zone (LOMEZ) to better define where SHORAD units operate, specifically for those elements maneuvering with the supported unit. For those SHORAD elements in a fixed or static location (MCP, airfield, brigade support area, etc.), a short-range AD engagement zone (SHORADEZ) may be more appropriate. However, these recommendations may change based on employment and mission requirements.

Additional coordination is required for a SHORAD unit when divisional assets identify a threat aircraft operating in the division area of operations but do not have the authority to engage the threat under the rules of engagement or weapons control status. This procedure needs to provide specific guidance to include potential SHORAD engagements above the CA, as the DIVAD must coordinate with the division Joint Air Ground Integration Center (JAGIC) for engagement authority in these cases.

Annex A to ATP 3-91.1, The Joint Air Ground Integration Center, outlines this process in detail.[4] What potentially requires an update is the Call for Defensive Counterair with Established Track, with the understanding that JP 3-01 and the pending FM 3-01 delegate engagement authority to the ADA commanders in divisions and BCTs using published ROEs.

To reduce the time to engagement, the JAGIC should develop a decision authorities matrix, or appropriate Tactics, Techniques, and Procedures (TTPs) to ensure they are delegated appropriate authorities to execute their functions organic to the JAGIC to facilitate these engagements. It is important to remember that these authorities must be consistent with the airspace control plan and the area air defense plan defined by the JFC and Joint Force Air Component Commander.

Conclusions and Implications for Air Defense

Air Defense and Maneuver Culture. SHORAD’s current and future missions require air defenders to understand short-range air defense and integration with the supported commander. This relationship, nested within mission command, will help necessitate the development of doctrine, unit operating procedures, military decision-making, and operations.

Additionally, it is the responsibility of the Air Defense proponent and doctrine to ensure lessons learned and best practices are codified in a way that is communicated back to the force, resulting in tangible changes to Army DOTMLPF-P. This includes adjustments to the programs of instruction within professional military education for officers, warrant officers, and enlisted Soldiers as early as possible within the ADA school. Future curriculum must address joint service interoperability, large-scale combat operations, and the increasing role of air defense in the division fight. Air Defense may need to leverage maximum attendance to the Stryker Leaders Course and the Maneuver Captain’s Career Course to bridge the knowledge gap between M-SHORAD and the maneuver force.

Leader Development. The DIVAD requires mature, independently operating company-grade leaders skilled in communications, critical thinking, and the ability to conduct leader engagement while integrating at echelon. Positions, such as the ADCOORD and ADAM cell officer, are crucial touchpoints to synchronize efforts with the supported unit. It is equally important for maneuver commanders to be educated on the air defense capabilities organic to their unit. Air defense leaders are ultimately responsible for educating the supported commanders and facilitating effective mission command in complex air and missile defense environments.

Realistic Training. Conducting realistic training that appropriately replicates the complexities of a joint and dynamic environment benefits the DIVAD and the division. Demanding home station training and combat training center rotations must push the Soldiers and systems required for real-world application to ensure units can meet the stresses of combat against agile and proficient advisories. It is the charge of unit master gunners, commanders, and standardization teams to ensure units are challenged with the complexities of large-scale combat operations.

[1] ATP 6-0.5, Command Post Organization and Operations, Headquarters Department of the Army, Mar 2017.

[2] JP 3-01, Countering Air and Missile Threats, 13 Mar 2024

[3] JP 3-01, Countering Air and Missile Threats, 13 Mar 2024

[4] ATP 3-91.1, The Joint Air Ground Integration Center, April 2019

By MAJ Julian Rodriguez, Center for Army Lessons Learned

MAJ Julian Rodriguez currently serves as the Senior Air Defense Trainer at the National Training Center at Fort Irwin, CA. His previous assignments include 4-3 ADA BN as a Patriot Battery Platoon Leader and Battery Executive Officer; 82nd Division, Combat Aviation Brigade as the ADAM OIC; 1st Security Force Assistance Brigade as the brigade planner; White Sands Missile Range as the AMD Test Detachment Commander; and 30th ADA BDE as a Battalion Executive Officer and Brigade Operations Officer. MAJ Rodriguez’s civilian education includes a Bachelor’s degree in Political Science from the University of Texas at Arlington, and a Master’s degree in Leadership Studies from the University of Texas at El Paso.

Irregular Warfare: U.S. Army’s IW Doctrine

Wednesday, April 16th, 2025

I regularly find myself initially confused during conversations regarding IW, listening for cues as to whether others are mentioning Irregular Warfare or Information Warfare. Having practiced both, often simultaneously, it leads my mind to wander in various directions.

That’s one of our biggest weaknesses in the national security establishment, terminology. We often find ourselves speaking past one another as we attempt to use various buzzwords to gain common ground.

This video is about Irregular Warfare. Below is the description:

Currently, the U.S. Army’s Irregular Warfare (IW) doctrine is being reviewed and updated by the Combined Arms Doctrine Directorate at Fort Leavenworth, KS. This film is part of that ongoing discussion and highlights some of the most basic and important parts of current IW doctrine that should remain in place, while suggesting some needed changes as well.

The character and form of war are constantly changing, yet its fundamental nature remains the same. Though Great Power Competition is now our primary national security challenge – a departure from conducting almost two decades of continuous irregular war against violent extremist organizations worldwide – the requirement for mastery of irregular warfare persists. Far from abandoning these critical competencies, we will sharpen these capabilities for application against peer competitor, nation-state adversaries. – 2020 Irregular Warfare Annex to the National Defense Strategy

IW Reality: Conventional forces have, and always will have, a role in IW across a variety of missions, and a range of military activities

IW Myth: Irregular Warfare (IW) is Counterterrorism (CT), CT is Special Operations Forces (SOF), therefore IW is SOF.

Embry Riddle’s Air Force ROTC Programs Rank Among the Best in the Nation

Sunday, April 13th, 2025

DAYTONA BEACH, Fla. / PRESCOTT, Ariz.

U.S. Air Force ROTC programs based at Embry Riddle Aeronautical University’s Daytona Beach and Prescott campuses have been recognized as among the top 10% of all detachments nationwide.

Photographer, Wilson Van Ness, 2024

The evaluation — conducted annually by the U.S. Air Force’s Jeanne M. Holm Center for Officer Accessions and Citizen Development — reviewed all 145 ROTC detachments based on the quality of officers commissioned, resource utilization and meeting Air Force needs for rated and critical skills.

At the Daytona Beach, Florida, campus, Air Force ROTC Detachment 157 currently has 477 cadets and is one of the largest detachments in the country. Air Force ROTC Detachment 028 at the Prescott, Arizona, campus has 210 cadets.

“Our two detachments earning these uppermost rankings highlight that Embry?Riddle is producing elite Air and Space Force officers who are making our nation stronger and more secure,” said Embry?Riddle President P. Barry Butler, Ph.D. “Congratulations to Detachments 157 and 028 for providing cadets the highest level of education and training.”

Noted accomplishments of Detachment 157 to earn the top 10% evaluation included success in officer production, with 245 cadets commissioned over the 5-year period during the 2020-2024 fiscal years, said Col. Gregory Adams, commander of the Daytona Beach Campus detachment.

Detachment 157 also has the highest Rated Officer selection. Rated Officer selections encompass four career fields: pilot, combat systems officer, air battle manager and remotely piloted aircraft pilot. Cadets compete for these jobs during their junior year and are selected in their senior year.

In addition, the detachment has one of the highest selections of Space Force officers.

“This honor is due to the tremendous effort our cadets put forward every day. Their drive, perseverance and ingenuity are what continue to make Detachment 157 a special place,” Adams said. “Our university leadership has also contributed to our success. We would not be able to offer cadets the opportunities they receive without the university’s support. We continue to rise to the occasion of preparing and producing future Air and Space Force leaders.”

The top 10% evaluation for ROTC Detachment 028 at the Prescott Campus recognized the detachment’s success in officer production, technical degree attainment and aviation officer commissioning, ranking in the top 2% to 3% in these key areas. Detachment 028 excelled in all evaluation criteria, said Col. Russell Davis, commander of the detachment and professor of Aerospace Studies.

“This recognition is due to the outstanding work of our cadets and support from our university leadership,” Davis said. “We consistently exceed expectations in our mission to prepare future officers to succeed in today’s Air and Space Forces.”

Detachment 028 was one of only two detachments in the Southwest region to earn a top 10% ranking this year.

“The recognition of Detachment 028 underscores the strength of our program and the exceptional students we develop,” said Dr. Ken Witcher, chancellor of the Prescott Campus. “It’s a credit to our faculty, staff and especially our cadets who embody the values of integrity first, service before self and excellence in all they do.”