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Archive for the ‘Profession of Arms’ Category

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.”

Army Junior Officer Counsel Drives Change from the Ground Floor

Sunday, April 13th, 2025

WASHINGTON — The Army Junior Officer Counsel is a pilot program sponsored by the Deputy Chief of Staff, G-1, that is led by junior officers. Its goal is to transform how the Army learns, develops and retains young leaders in the officer grades of O-1 to O-3 and WO-1 to CW-3.

AJOC gives junior officers a formal platform to improve Soldiers’ quality of service and life, which supports junior officer retention and career satisfaction. It’s proving to be a valuable asset by fostering innovation and positive change within the Army while cultivating the next generation of Army leaders.

The name AJOC deliberately contains the word “counsel” to highlight its advisory role to senior leaders, which allows JOs to share perspectives, insights and innovative ideas. The program capitalizes on the leading-edge knowledge and experience of junior officers because they are often the most recently formally trained, and they work close on the final planning and execution of many of the Army’s missions.

“We’re taking the knowledge we gain in our specific fields and applying it to broader Army challenges,” said Maj. Chris Slininger, AJOC’s director and founder. “AJOC provides a space to hone these skills amongst our peers, allowing for candid feedback and rapid growth.”

AJOC is designed to have numerous chapters at different installations gathering feedback, research and recommendations from JOs. It currently has three active chapters at Fort Stewart, Georgia; Smith Barracks in Baumholder, Germany; and Fort Huachuca, Arizona.

Slininger said AJOC chapters prioritize action-oriented, collaborative problem-solving approaches that focus on delivering rigorous research and tangible results. They also emphasize active listening, encouraging JOs to gather information effectively, understand diverse perspectives and build consensus.

“This isn’t about endless debates and discussions,” explained Slininger. “AJOC is about identifying challenges, developing practical solutions and driving meaningful change within the Army.”

AJOC also offers significant professional development opportunities for participating JOs by cultivating critical thinking and encouraging them to leverage data, artificial intelligence and other resources to inform and improve decision-making.

One of the program’s core strengths involves encouraging JOs to take ownership of driving change within the Army profession. It also gives senior leaders who want to support change an opportunity to hear from JOs and mentor them to help implement effective solutions to identified challenges and gaps.

Interaction with senior leaders is an invaluable experience for JOs as it gives them first-hand access to the perspectives of senior leaders, who help them understand the Army’s broader vision and its network of stakeholders, campaigns and responsibilities.

Slininger created AJOC as a junior officer after recognizing the need for a more structured and effective system to understand and address the perspectives and needs of junior officers. Even now, as a field grade officer, he is a strong advocate for the program because of its value to the Army and JOs.

“AJOC offers a unique opportunity for JOs who want to make a tangible impact on the Army,” said Slininger. “Whether driven by a desire to improve their units, enhance their leadership skills or contribute to solving complex challenges, AJOC provides a platform for JOs to drive tomorrow’s solutions today.”

As AJOC expands, its impact on the Army’s future is poised to grow even further.

U.S. Army Public Affairs there you go

Practicum Prepares Students for Division Assignments in Large Scale Combat Operations

Sunday, April 6th, 2025

THE ARMY UNIVERSITY, FORT LEAVENWORTH, Kansas – Classrooms at the Command and General Staff College, organized to replicate a real division command post, were a flurry of communications and activity March 26-28, 2025, as students participated in a Division Offensive Operation practicum.

Significant time was devoted to conducting a targeting working group, which was a student led replication of division staff directing combat actions and setting conditions for division offensive operations in a large-scale combat operation.

Additionally, students benefited from on-the-spot mentoring from experienced leaders.

Department of the Army Tactics Instructors, Matt McKinley and Brian Leakey, bring decades of technical and education experience.

Two targeting warrant officers, CW4 Calvin Cameron and CW3 Jerry Burks, enhanced student understanding through candid conversation based on their operational experience with targeting.

Students who complete the practicum are prepared for their future roles as division staff officers responsible for providing recommendations to commanders to lead their organizations in combat.

“In our first field grade roles as junior majors, our job is to integrate operations at echelon within the division,” Cpt. Michael West, CGSOC student stated. “This past year has been an opportunity to learn from the different branches in our small group and understand how to synchronize information, planning, and execution preparation. Over the last three weeks, the opportunity to see this at the division level was good preparation before going into our next job.”

Students had specific roles and were responsible to identify and nominate targets for the division, corps, and joint assets to enable a division offensive operation 24-96 hours out from execution.

Planning and preparing the operation in detail, rehearsals in time and space, and constant communication across cells ensured synchronization of the overall operation across multiple echelons and divergent staff sections.

Maj. Stewart Tice filled the role of a division chief of staff and shared that the TWG allows participants to understand the various roles and functions in warfighting and how those processes integrate across time.

“We learned to conduct current operations while leaning forward to determine what we are doing next, or how we respond if something happens,” Tice said. “It’s thinking beyond where we were in our careers, focused on here and now; and thinking what we need to do today, to enable the brigade’s success tomorrow.”

To culminate the event, students presented an after-action review to leadership.

“Everything we do training wise is meant to replicate real-world experiences we will face when we go back to the force,” Maj. James Corbitt said. “This is a good, immersive exercise to see the way rotations are run, practice processes, and take feedback with the AAR, as it’s the major last part of the military operations process.”

Reviewing and assessing outcomes of actions and decisions as division staff during a large-scale combat operation captures lessons learned and reinforces the learning objectives.

“Before attending CGSS, I completed a broadening assignment with the Mission Command Training Program. I realized our discussions before execution were very similar to what takes place at MCTP, so this is a sign of success,” West stated.

By Jessica Brushwood, The Army University Public Affairs Office

Army Streamlines Training Requirements to Enhance Warfighting Readiness

Thursday, April 3rd, 2025

WASHINGTON — The U.S. Army will unveil an updated version of Army Regulation 350-1, Army Training and Leader Development, on June 1, 2025. This revision, which streamlines the regulation from over 250 pages to fewer than 100, will enable small-unit leaders and tactical formations to focus on training to fight and win on modern and future battlefields.

The updated regulation marks a significant step toward simplifying training requirements while enhancing warfighting readiness and effectiveness across the force. In addition, it will remove administrative burdens and unnecessary distractions, allowing Soldiers to focus on essential warfighting skills.

The revised AR 350-1 reduces the number of mandatory training tasks from 24 to 17, reduces requirements, eliminates redundancies and highlights tasks that are essential to warfighting, readiness and lethality. The updates focus on retaining only the essential training required by Department of Defense policies, as well as critical Army-specific tasks that support combat readiness.

Six tasks have been shifted to optional training, at the discretion of commanders, and one task has been eliminated entirely. Outdated programs, including “Resilience Training” and “Structured Self-Development,” have also been removed.

These revisions aim to alleviate the burden on commanders by granting them greater flexibility in customizing training schedules to meet specific mission requirements. The new regulation eliminates restrictions on the duration and locations of certain training events and encourages alternative methods of training delivery.

These changes are part of the Army’s broader effort to prioritize readiness by eliminating unnecessary administrative burdens and sharpening the focus on preparing Soldiers for decisive action in combat. The revised regulation also reorganizes appendices for improved clarity, emphasizing tasks related to warfighting capabilities.

This update reflects the Army’s commitment to ensuring that Soldiers are better prepared for real-world missions while reducing non-essential requirements that can detract from operational effectiveness.

To read the draft of AR-350-1, click here.