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Illegal Law Enforcement: Aiding Civil Authorities in Violation of the Posse Comitatus Act
"This article will focus on the aid given local law enforcement authorities where such assistance is provided without the approval or knowledge of the President. Among the continuing questions which this article will address are whether commanders below the departmental level have any authority to aid in civil law enforcement; what guidance the military departments have given subordinate commanders; whether commanders are properly exercising whatever authority they possess; and what the potential consequences for abuses of authority are. The Posse Comitatus Act provides ample reason for military commanders to prohibit their subordinates from performing civil law enforcement missions. At the same time the press has been questioning whether commanders diligently comply with the dictates of the Act, the courts have been issuing warnings to the military establishment."
United States. Department of the Army
Meeks, Clarence I., III
1975
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United States Joint Forces Command Joint Warfighting Center Simulation Support to Homeland Security and Defense
"This PowerPoint presentation is intended to inform the Homeland Security and Defense Simulation Constituency about the Joint Warfighting Center mission, capabilities, and initiatives for Joint and Interagency Modeling and Simulation, supporting systems, and federation development, as well as M&S and systems integration."
United States. Department of the Army
Robinson, Bill
2003-10-03
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XVIII Airborne Corps Input Task Force (JTF) Andrew Phase 1 After action Report (AAR)
"The enclosed input to the JTF [Joint Task Force] Andrew After Action Report (AAR) represents the compilation of comments from the 7 Battlefield Operating Systems (BOS) within XVIII Airborne Corps. These BOS are further subdivided into 18 topic areas. In general, XVIII Airborne Corps participation in the Hurricane Andrew Relief efforts met with tremendous success. Deploying rapidly upon notification, XVII Airborne Corps forces were among the first military forces to provide visible relief to the people of Dade County. In the early stages, our forces fell in on a variety of relief agencies to include the Red Cross, the Salvation Army and other State and local agencies. We were among the first providers of rations, shelter, medical care, hygienic facilities, debris clearing, and traffic control."
United States. Department of the Army
1992-09-24
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U.S. Army Audit Agency Strategic Plan with Detailed Action Plans FYs 2001-2005
This report covers strategic proposals for Army projects in the fiscal years 2001-2005. These proposals look at existing designs for research, and a thorough consideration of how Army missions and values can be best served by more updated budgetary measures.
United States. Department of the Army
2001
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U.S. Army Audit Agency Strategic Plan FYs 2001-2005
Strategic planning is the mechanism for developing that map to help adapt to an ever-changing security environment. It is a continuous and systematic process that considers our internal strengths and weaknesses, external opportunities and threats, and speculation about the future. This report uses a strategic plan to guide defense decisions as the nation balances the often competing demands of mission, employees and customers. The Agency's strategic plan covers FYs 2001-2005. The preamble delineates our mission, vision and values, and the trends and assumptions that can affect them. The goals identify those aspects of mission and vision needed to concentrate on to be successful.
United States. Department of the Army
2001
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U.S. Army: The Way Ahead: Our Army at War... Relevant & Ready: Moving from the Current Force to the Future Force... NOW!
The Way Ahead is an overview of The Army Strategic Planning Guidance (ASPG), which as the Army's institutional strategy represents the Army senior leadership's vision of how the Army will fulfill its mission to provide necessary forces and capabilities to the Combatant Commanders in support of the National Security and Defense Strategies. An analysis of the strategic environment, national guidance, and operational requirements, makes clear the Army must be prepared for operations of a type, tempo, pace, and duration different from those we have structured our forces and systems to achieve. Some assumptions made and processes developed for a Cold War Army or an Army with a "window of opportunity" to transform itself, while valid at the time, are no longer relevant to the current security environment.... We must immediately begin the process of re-examining and challenging our most basic institutional assumptions, organizational structures, paradigms, policies, and procedures to better serve our Nation. The end result of this examination will be a more relevant and ready force--a campaign-quality Army with a Joint and Expeditionary Mindset. Our Army will retain the best of its current capabilities and attributes while developing others that increase relevance and readiness to respond in the current and projected strategic and operational environments. The remainder of this document explores what we must become in order to provide more relevant and ready forces and capabilities to the Joint Team.
United States. Department of the Army
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Medical Operations in Low Intensity Conflict
This field manual establishes the medical doctrine and provides the principles for conducting medical operations in a low intensity conflict (LIC) environment. It is designed for use by personnel involved in health service support (HSS) planning for LIC, command surgeons, at all levels of command, and their staffs. References herein to activities of terrorist & insurgent organizations, and to concepts of operations of foreign governments, are made for illustrative and informational purposes only. The presence of the material in this manual does not constitute United States (US) Army advocacy or approval of practices that are prohibited by US law or policy.
United States. Department of the Army
1990
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Medical Intelligence in a Theater of Operations
This manual furnishes guidance to commanders, medical staff officers, military intelligence officers and noncommissioned officers (NCOs), and other personnel concerned with the use of medical intelligence in planning or conducting military operations at all levels of command. It answers the following questions: What is the medical threat? What is medical intelligence? Who needs medical intelligence? Who is responsible for producing medical intelligence? How does one obtain medical intelligence? Information in this publication is applicable across the spectrum of conflict. The provisions of this publication are the subject of the North Atlantic Treaty Organization Standardization Agreement (STANAG) 2084 (INT) (Edition No. 5) -- Handling and Reporting of Captured Enemy Equipment and Documents.
United States. Department of the Army
1989
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United States Army 2002 Transformation Roadmap
This 2002 Army Transformation Roadmap outlines our Transformation strategy and details how Army Transformation supports sustained progress toward the attainment of the six critical operational goals for Transformation stated in the 2001 Quadrennial Defense Review. It describes steps The Army is taking to create a culture of innovation that seeks to exploit and shape the changing conduct of military competition. The Army will explore new combinations of concepts, people, organizations, and technology in order to produce new or increased capabilities, protecting our Nation and the Joint Force against asymmetric threats. In short, we seek to institutionalize Transformation as a continuous process. Army Transformation, as part of the Department of Defense's transformation, requires a holistic approach to meeting the demands of the evolving National Security Strategy. As such, it includes a fundamental review of how The Army organizes staffs, equips, trains, and develops its leaders to execute its doctrine in the 21st century. Transformation is fundamentally about changing the way we deploy, fight, sustain, and use information. Transformation will provide new capabilities to the Joint Force Commander to enable the Joint Force to assure our allies and friends, dissuade military competition, deter aggression, and, if necessary, decisively defeat aggressors.
United States. Department of the Army
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United States Army 2003 Transformation Roadmap
The 2003 Army Transformation Roadmap (ATR) details Army actions to identify and build required capabilities now, allowing for better execution of joint operations by the Current Force while developing Future Force capabilities essential to provide relevant, ready, and responsive and dominant land power to the Future Joint Force. The ATR complies with the DPG directive to report on how Army Transformation fully supports and is congruent with Defense Transformation efforts through the Future Years Defense Program (FYDP). It fulfills the TPG requirement to demonstrate how the Army provides the capabilities through and just beyond the FYDP in support of the joint force commander's (JFC's) ability to execute emerging JOCs within the context of the JOpsC. The JOCs are Major Combat Operations (MCO), Strategic Deterrence (SD), Stability Operations (SO), and Homeland Security (HLS). The ATR also outlines the capabilities Army forces require from other Services within the context of Defense Transformation to meet future JFC requirements.
United States. Department of the Army
2003-11
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FM 8-42: Combat Health Support in Stability and Support Operations
Although the Army's primary focus is to fight and win our nation's wars, it is often employed in stability
and support operations. In stability and support operations, the Army executes missions in both peace and
conflict: what combat does occur is limited to the minimum necessary to support the political objectives.
The primary recipients of combat service support (CSS) in stability and support operations are likely to be
civilians (US or foreign), rather than US combat forces as in war. The CHS planner must be capable of
adapting traditional methods of health care delivery, leveraging technology, and establishing new procedures
to meet the challenges presented.
United States. Department of the Army
1997-10-27
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FM 100-23-1 HA: Multiservice Procedures for Humanitarian Assistance Operations
This tactics, techniques, and procedures manual describes US military JTF involvement in
HA operations. Military and civilian after-action reports identify the need for expanded
joint and interagency procedures to enhance military and civilian interoperability. For a
mission to conclude effectively, HA teams must understand the mission and the partners
involved in the effort; that is the theme of this manual. This TTP describes the interaction
among military and civilian agencies in terms of three main levels of effort: strategic,
operational, and tactical.
United States. Department of the Army
1994-10-31
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FY00/01 President's Budget Highlights
The FY 00/01 biennial budget reflects a budget consistent with the priorities of the Defense Planning Guidance (DPG), constrained only by affordability considerations. Readiness and sustainability remains the Army's first priority. Total Army OPTEMPO and pay accounts were increased. Funding for the Reserve Components was improved significantly. The Army continues a balanced modernization strategy. Overall funding levels were maintained to ensure future readiness. Force structure and end strength were maintained in accordance with the DPG. The Army increased base operations and real property maintenance funding as part of the overall budget funding increase. The enhanced funding level will significantly reduce further growth of deferred maintenance and repair. A large portion of the FY OO Army funding for Real Property Maintenance has been placed in the Defense-wide Quality of Life account until year of execution and therefore is not reflected as Army resources in this budget. The FY00-FY0l President's Budget provides funding necessary to fulfill the National Security Strategy of shaping, responding, and preparing.
United States. Department of the Army
1999-02
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On Guard against Terror
Soldiers already proficient in special forces operations, military intelligence, and civilian and military medical techniques applied their knowledge to realistic training scenarios. Some 200 National Guard soldiers -- new players in America's campaign against terrorism -- recently spent 37 at the Army's Chemical School at Fort Leonard Wood, Mo. Often, they donned blue and yellow chemical suits that became saunas in the burning Missouri heat. Team members constantly monitored each other's oxygen levels and equipment functions during realistic training scenarios that included collecting samples of chemicals following an explosion at a college dining hall; evaluating suspicious substances discovered in a barn and in a bath-tub inside a private residence; and checking fluid leaking from the trunk of a suspected terrorist's car that had crashed during a high-speed chase.
United States. Department of the Army
Haskell, Bob
1999-11
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Timeline of Terrorism [website]
This website provides a timeline of worldwide large-scale terrorist attacks from 1960-2004. It also summarizes major accomplishments in the fight against terrorism.
United States. Department of the Army
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AR 15-6 Investigation of the Abu Ghraib Prison and 205th Military Intelligence Brigade
"This investigation was ordered initially by LTG Ricardo S. Sanchez, Commander, Combined Joint Task Force Seven (CJTF-7). LTG Sanchez appointed MG George R. Fay as investigating officer under the provisions of Army Regulation 381-10, Procedure 15. MG Fay was appointed to investigate allegations that members of the 205th Military Intelligence Brigade (205 MI BDE) were involved in detainee abuse at the Abu Ghraib Detention Facility. Specifically, MG Fay was to determine whether 205 MI BDE personnel requested, encouraged, condoned, or solicited Military Police (MP) personnel to abuse detainees and whether MI personnel comported with established interrogation procedures and applicable laws and regulations. Leaders and Soldiers throughout Operation Iraqi Freedom have been confronted with a complex and dangerous operational environment. Although a clear breakdown in discipline and leadership, the events at Abu Ghraib should not blind us from the noble conduct of the vast majority of our Soldiers. We are a values based profession in which the clear majority of our Soldiers and leaders take great pride. A clear vote of confidence should be extended by the senior leadership to the leaders and Soldiers who continue to perform extraordinarily in supporting our Nation's wartime mission. Many of our Soldiers have paid the ultimate sacrifice to preserve the freedoms and liberties that America and our Army represent throughout the world."
United States. Department of the Army
Jones, Anthony R.
2004-08
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Israeli Deterrence Strategy: Guarantor of Security or Regional Enmity?
"This thesis argues that Israel's reliance upon its military superiority to deter its adversaries has failed to guarantee the security of the state. This does not mean that deterrence strategy is useless or has not been beneficial to Israel. It is not, however, a remedy by itself to bring peace and security to the state. Violence begets more violence and other strategies used in concert with deterrence would be far more effective to reduce regional hostility than reliance upon deterrence alone. Rational deterrence theorists argue that a potential challenger only has to consider the military balance to determine whether or not to attack the defender. Realistically, the decisions of policy-makers are affected by psychological processes and needs that tend to reduce the primacy of strictly empirical evaluations of the military balance. Were rational deterrence theorists correct, Israeli deterrence strategy would have been wholly successful in guaranteeing security. Since it has not, Israeli policy-makers need to understand the limitations of deterrence theory and pursue other strategies along diplomatic lines that will reduce regional tension and enmity. Failure to follow such a course of action may have significant consequences for Israeli security in the near future. We will witness an expansion of nuclear proliferation in the Middle East that will make a precarious security situation even more dire."
United States. Department of the Army
Todd, Michael A.
1998-01
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Law Enforcement Investigations
"This field manual (FM) is a guide for military police, military police investigators (MPIs), and United States (US) Army Criminal Investigations Command (USACIDC) special agents operating in all levels of tactical and garrison environments. This manual makes no distinction between the various levels of investigation, whether it is done by a uniformed military policeman, an MPI, or a USACIDC special agent. Where appropriate, this manual describes nationally recognized methods of investigation and evidence examination adopted from the Department of Justice (DOJ); Federal Bureau of Investigation (FBI); Bureau of Alcohol, Tobacco, and Firearms (BATF); National Association of Fire Investigators (NAFI); National Institute of Justice; and US Army Criminal Investigation Laboratory (USACIL). In addition to the techniques and procedures described in this manual, Army law enforcement personnel are encouraged to seek guidance on police and investigative matters from other approved official law enforcement sources. Special terms used are explained in the glossary."
United States. Department of the Army
2005-01
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Counterinsurgency Operations
"This FMI establishes doctrine (fundamental principles and TTP) for military operations in a counterinsurgency environment. It is based on existing doctrine and lessons learned from recent combat operations. Additional counterinsurgency doctrine is being developed. It will be combined with the doctrine in this FMI and published as an FM prior to October 2006."
United States. Department of the Army
2004-10-01
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Army: Our Army at War Relevant and Ready Today and Tomorrow: Field Manual [Updated June 1, 2005]
This 2005 edition of the Army Field Manual was released in June 2005. "The previous FM-1 had been released in June 2001, just four months before the terrorist attacks on the World Trade Center and the Pentagon. 'Sept. 11, 2001 changed forever the world in which we live,' said Gen. Peter J. Schoomaker, Army chief of staff.' The change in the strategic environment has forced us to review how we do business " to better counter those evolving threats.' The new FM-1 reflects the 'depth and urgency' of the Armys involvement in the War on Terrorism, according to Schoomaker. 'FM-1 emphasizes transformation, the warrior ethos, a culture of innovation, and joint interdependence, rather than just joint interoperability,' Schoomaker said. 'In short, it contains a true operational concept about how the Army will operate across a spectrum of conflict both at home and abroad.' FM-1 establishes the fundamental principles of employing landpower and the Armys operational concept, including Army forces in unified action. The field manual begins with a history of the Army, explains how it is changing and where it is headed."
United States. Department of the Army
2005-06
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Nuclear Accident or Incident Response and Assistance (NAIRA) Operations
"This pamphlet is intended to be a reference for the commander and staff when preparing for responding to and recovering from a nuclear accident or incident (NAI). It highlights existing doctrine and guidance used to respond to an NAI involving nuclear weapons. It explains the concepts and procedures to be used by an emergency response force while executing NAI response and assistance (NAIRA) operations at Army reactor facilities. It will also assist all levels of command in developing plans for responding to all types of nuclear hazards. Although this pamphlet is not designed to address the requirements for responding to a terrorist use of nuclear material in the public domain, some of the techniques and procedures may be adopted for use in these situations."
United States. Department of the Army
2002-03-20
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Nuclear and Chemical Weapons and Materiel: Chemical Surety
"This regulation prescribes policies, procedures, and responsibilities for the Army Chemical Surety Program. It also implements DoD physical security requirements pertaining to security matters for chemical weapons (including binary weapons when uploaded with both components) and research chemical agents. It has been revised to update responsibilities, Personnel Reliability Program (PRP) procedures, transportation policies, chemical event notification, chemical accident or incident response and assistance (CAIRA) operations, and inspection requirements. It also amplifies safety, security, and PRP requirements pertaining to chemical agent operations, including contractors."
United States. Department of the Army
2001-06-26
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Classification of Former Chemical Warfare, Chemical and Biological Defense, and Nuclear, Biological, Chemical Contamination Survivability Information
"This regulation on the classification of chemical warfare and chemical and biological defense information has been revised. This revision updates classification guidance for U.S. Army former chemical warfare programs, chemical and biological defense, and nuclear biological chemical contamination survivability information. This revision reflects the January 1996 decision to declassify information pertaining to the United States Chemical stockpile. This revision incorporates requirements of Executive Order 12958, 'Classified National Security Information', which became effective on 17 April 1995."
United States. Department of the Army
Shinseki, Eric K.; Hudson, Joel B.
2001-05-07
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Fort Hood Army Internal Review Team: Final Report
"On 5 November 2009, a gunman opened fire on military and civilian personnel at the Soldier Readiness Center at Fort Hood, Texas. Thirteen people were killed and 31 others were wounded, 34 by gunshot and 9 by other means. While the response to the incident was prompt and effective, the tragedy raised questions about the DoD's [Department of Defense] preparedness to prevent or defend against internal threats. Immediately following the shooting, Defense Secretary Robert M. Gates established the DoD Independent Review Panel headed by the Honorable Togo West and Admiral Vernon Clark. In January 2010, the DoD Independent Review Panel published its report setting forth seventy-nine recommendations, divided into five major areas: personnel, information sharing, force protection, installation emergency response and health affairs. Subsequent to the publication of the DoD Independent Review Panel's report, the Secretary of Defense directed the Services to report back to the Assistant Secretary of Defense for Homeland Security and Americas' Security Affairs (ASD(HD&ASA)), the Services internal review and assessment of 'their organization's ability below the headquarters level to identify internal threats and force protection (FP) and emergency response programs, policies and procedures.' In response to the Secretary of Defense's directive, the Army Vice Chief of Staff (VCSA) established the Fort Hood Army Internal Review Team (AIRT). The result of the Internal Review Team's effort is this report."
United States. Department of the Army
2010-08-04
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Secretary of the Army's Task Force on Extremist Activities: Defending American Values
"The Task Force concludes that there is minimal evidence of extremist activity in the Army. However, other areas of concern were identified. While leaders and soldiers perceive that extremist activity is minimal in the Active Army, all soldiers agree that the Army is no place for extremists. Extremist groups are visible and active in communities outside some Army installations; however, local law enforcement authorities state that extremist groups do not seem to be specifically targeting soldiers for recruitment. The Army regulation on participation in extremist organizations is misunderstood and to soldiers and junior leaders. Existing Army training programs and assessment tools do not adequately address extremism. Gang-related activities appear to be more pervasive than extremist activities on and near Army installations and are becoming a significant security concern for many soldiers. Existing open installations combined with less regulated barracks policies have degraded the commander's knowledge about potential illegal activities after duty hours."
United States. Department of the Army
1996-03-21
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FM 3-28: Civil Support Operations
"This field manual (FM) provides keystone Army doctrine for civil support operations. This manual focuses on the planning, preparation, execution, and assessment of civil support operations, which are conducted within the United States and its territories. It discusses the role of Army forces cooperating with and supporting civilian organizations in domestic operational environments, with particular emphasis on how operations conducted by Army forces within the United States differ from full spectrum operations conducted overseas. All civil support operations buttress the capabilities of civil authorities within the United States. The mechanisms that regulate civil support come from law, policy, regulation, and directive. Civil support operations require Army leaders to understand an environment shaped primarily by federal, state, local, and tribal agencies, and circumscribed by law. Nowhere is this more striking than in the roles of the National Guard. In sharp contrast to stability operations, Army forces may conduct civil support operations with National Guard forces responding under the direction of a governor or alongside active duty forces as part of a coordinated national response. FM 3-28 explains the reasons for the division of forces and provides considerations for the entire Army, including all three components: Regular Army, Army Reserve, and Army National Guard. The proponent has made every effort to keep Army civil support doctrine consistent with appropriate laws, policies, regulations, and directives of the federal and state governments, the Department of Defense, the Department of the Army, and the National Guard. In any case where Army doctrine differs, the laws, policies, regulations, and directives take precedence."
United States. Department of the Army
2010-08
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FM 34-8-2: Intelligence Officer's Handbook
This Army Field Manual (FM) is a roles and missions manual for G2/S2 sections. "As the companion handbook to FM 34-8, this manual is written for officers serving as the G2 or S2 in combat, CS, and CSS units. It provides guidance for officers and NCOs assigned to G2/S2 sections. G2s should find this handbook a useful MTP when executing intelligence training responsibilities. The proponent of this publication is the United States Army Intelligence Center and Fort Huachuca, Fort Huachuca, AZ. Send comments and recommendations on DA Form 2028 (Recommended Changes to Publications and Blank Forms) directly to Commander, US Army Intelligence Center and Fort Huachuca, ATTN: ATZS-TDL-D, Fort Huachuca, AZ 85613- 6000. […] The G2/S2 must provide continuous intelligence and information for the commander to conduct operations and minimize risk. Intelligence is the commander's decision making tool. The commander, who drives intelligence, does so for planning before deployment, while en route, and during operations and redeployment. The S2/NCO-- Provides the commander timely and accurate intelligence, IPB, I&W, and vulnerability assessments for force protection, targeting, and BDA; Makes decisive predictions on when and where an action will take place; Prioritizes IR; Integrates with other staff elements on I&S issues; Provides the commander with a view of all facets of the battlefield; [and] Ensures his staff is trained."
United States. Department of the Army
1998-05-01
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Redesignation of the Biometrics Task Force as the Biometrics Identity Management Agency
This general order from the Secretary of the Army redesignates the Biometrics Task Force as the Biometrics Identity Management Agency(BIMA). The Director of the Biometrics Identity Management Agency reports to Headquarters, Department of the Army, Deputy Chief of Staff, G-3/5/7.
United States. Department of the Army
2010-03-23
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United States Army's Cyberspace Operations Concept Capability Plan 2016-2028
"The operational environment (OE) has changed dramatically. The technologic convergence of computer and telecommunication networks; astonishing rates of technologic advancements; global proliferation of information and communications technology (ICT) and its consequent effect in social networks and in society impact the OE. The diverse and wide arrays of agents who use or exploit this technological revolution pose a grave threat to U.S. critical infrastructure and operational missions. These agents range from traditional nation-states to noncombatants, transnational corporations, criminal organizations, terrorists, hacker unions, mischievous hackers, and the unwitting individual who intends no malice. Collectively, they combine to create a condition of perpetual turbulence without traditional end states or resolution. Unless otherwise noted in this document, the terms 'adversary' and 'adversaries' are used in this broad context. [...] Training and Doctrine Command (TRADOC) Pamphlet (Pam) 525-7-8, The U.S. Army Concept Capability Plan for Cyberspace Operation (CyberOps) 2016-2028, takes a comprehensive look at how the Army's future force in 2016-2028 will leverage cyberspace and CyberOps. This pamphlet includes a conceptual framework for integrating CyberOps into FSO, thereby providing the basis for follow-on doctrine development efforts. This conceptual framework outlines how commanders integrate CyberOps to gain advantage, protect that advantage, and place adversaries at a disadvantage. This pamphlet also establishes a common lexicon for Army CyberOps, and describes the relationship between cyberspace, the other four domains (air, land, maritime, and space), and the EMS. Lastly, it explains how converging technologies will increasingly affect FSO and influence capability development, thereby enabling the Army to influence the design, development, acquisition, and employment of fully integrated cyber capabilities."
United States. Department of the Army
2010-02-22
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Army Regulation 12-1: Security Assistance and International Logistics: Security Assistance, Training, and Export Policy [July 23, 2010]
"This regulation establishes Army policy and prescribes responsibilities and procedures for the planning, integration, programming, budgeting, and execution of Army security assistance sales, financing, manpower, training, and logistics. It also establishes Army export policy. This regulation authorizes the publication of an Army pamphlet which, in conjunction with this regulation, ensures that the Army's security assistance efforts are integrated and support guidance from higher authorities."
United States. Department of the Army
2010-07-23
