Document text
FM 4-02.4 (FM 8-10-4)
MEDICAL PLATOON
LEADERS’ HANDBOOK
TACTICS, TECHNIQUES, AND PROCEDURES
HEADQUARTERS, DEPARTMENT OF THE ARMY
DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.
*FM 4-02.4 (FM 8-10-4)
FIELD MANUAL HEADQUARTERS
NUMBER 4-02.4 DEPARTMENT OF THE ARMY
Washington, DC, 24 August 2001
MEDICAL PLATOON LEADERS’ HANDBOOK
TACTICS, TECHNIQUES, AND PROCEDURES
TABLE OF CONTENTS
Page
PREFACE vii
CHAPTER 1. COMBAT ORGANIZATIONS 1-1
Section I. The Division 1-1
1-1. Background 1-1
1-2. Role of the Division 1-1
Section II. Types of Divisions 1-1
1-4. Light Infantry Division 1-2
1-5. Airborne Division 1-2
1-6. Air Assault Division 1-3
1-7. Medium Division 1-3
Section III. The Division Staff 1-3
1-8. The Division Commander 1-3
1-9. Assistant Division Commanders 1-3
1-10. Chief of Staff 1-3
1-11. Staff Section 1-4
Section IV. Organizations of Division 1-4
1-12. Division Organizations 1-4
1-13. Ground Maneuver Brigade 1-4
1-14. Aviation Brigade 1-4
1-15. Division Artillery 1-5
1-16. Engineer Brigade 1-5
1-17. Division Support Command 1-5
1-18. Division Cavalry Squadron 1-8
1-19. Air Defense Battalion 1-8
1-20. Military Intelligence Battalion 1-8
1-21. Signal Battalion 1-9
1-22. Military Police Company 1-9
1-23. Division Chemical Company 1-10
1-24. Division Band 1-10
DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.
*This publication supersedes FM 8-10-4, 16 November 1990.
FM 4-02.4
Page
Section V. Maneuver Brigades and Regiments 1-10
1-25. Organization of the Armored or Mechanized Infantry Brigade 1-10
1-26. Organization of Infantry Brigades 1-12
1-27. Armored Cavalry Regiments 1-13
Section VI. The Battalion 1-14
1-28. Organization of the Infantry Battalion 1-14
1-29. Organization of the Mechanized Infantry and Armored Battalions 1-15
1-30. Battalion Task Force on the AirLand Battlefield 1-16
Section VII. The Battalion Staff 1-17
1-31. Command and Control Responsibilities of the Battalion 1-17
1-32. Staff 1-17
1-33. Coordinating Staff 1-18
1-34. Special Staff 1-21
1- 35. Other Staff Assets 1-22
CHAPTER 2. DIVISION COMBAT HEALTH SUPPORT 2-1
Section I. Overview of Division and Corps Medical Assets 2-1
2-1 . Tables of Organization and Equipment 2-1
2-2. Division Medical Assets, L-Edition TOE (Army of Excellence/Air Land
Battle) 2-1
2-3. Division Medical Assets, F-Edition TOE (Force XXI/Digitized
Division) 2-3
2-4. Division Surgeon, L-Edition TOE (Army of Excellence/AirLand
Battle) 2-5
2-5. Division Surgeon, F-Edition TOE (Force XXI/Digitized Division) 2-7
2-6. Division Surgeon’s Section, F-Edition TOE (Force XXI/
Digitized Division) 2-7
2-7. Corps Medical Assets in Support of Divisions 2-8
Section II. Division Support Command Medical Units and Elements 2-10
2-8. Division Support Command, L-Edition TOE (Army of Excellence/
AirLand Battle) 2-10
2-9. Division Support Command, F-Edition TOE (Force XXI/Digitized
Division) 2-12
Section III. Brigade Headquarters Medical Assets 2-17
2- 10. Brigade Surgeon, F-Edition TOE (Force XXI/Digitized Division) 2-17
2-11. Brigade Surgeon’s Section, F-Edition TOE (Force XXI/Digitized
Division) 2-18
2-12. Brigade Surgeon, L-Edition TOE (Army of Excellence/AirLand
Battle) 2-19
2-13. Armored Cavalry Regiment and Separate Brigade Surgeons (Army of
Excellence) 2-20
2-14. Armored Cavalry Regiment Medical Troop 2-20
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Section IV. Medical Platoons (Army of Excellence/ AirLand Battle) 2-21
2-15. Assignment 2-21
2-16. Battalion Surgeon/Medical Platoon Leader, L-Edition TOE 2-24
2-17. Platoon Headquarters, L-Edition TOE 2-24
2-18. Treatment Squad, L-Edition TOE 2-26
2-19. Battalion Aid Station/Treatment Squad Operations, L-Edition TOE 2-26
2-20. Combat Medic Section, L-Edition TOE 2-30
2-21. Ambulance Squads, L-Edition TOE 2-31
2-22. Employment and Functions of the Ambulance Team, L-Edition TOE 2-32
2-23. Medical Evacuation, L-Edition TOE 2-32
2-24. Evacuation and Disposition of Remains 2-34
2-25. Class VIII Resupply, L-Edition TOE 2-35
Section V. Medical Platoons, Force XXI/Digitized Division 2-36
2-26. Medical Platoon Assignment, F-Edition TOE 2-36
2-27. Platoon Headquarters, F-Edition TOE 2-36
2-28. Battalion Surgeon/Medical Platoon Leader, F-Edition TOE 2-37
2-29. Treatment Section, F-Edition TOE 2-38
2-30. Combat Medic Section, F-Edition TOE 2-38
2-31. Ambulance Squads, F-Edition TOE 2-39
2-32. Property Exchange 2-39
Section VI. Treatment Teams, Medical Sections, and Special Purpose Medical
Platoons (Army of Excellence/ AirLand Battle) 2-40
2-33. Combat Support Unit and Division Headquarters Treatment Team,
L-Edition TOE 2-40
2-34. Medical Section, Headquarters and Headquarters Battery, Division
Artillery, L-Edition TOE 2-40
2-35. Treatment Team, Headquarters and Headquarters Battery, Field
Artillery Battalion, L-Edition TOE 2-43
2-36. Medical Treatment Team, Headquarters and Headquarters Company,
Division Aviation Brigade/Combat Aviation Squadron, L-Edition
TOE 2-45
2-37. Medical Section, Headquarters and Headquarters Company, Attack Heli-
copter Battalion, Division Aviation Brigade, L-Edition TOE 2-47
2-38. Medical Platoon, Headquarters and Headquarters Troop, Reconnaissance
Squadron, Division Aviation Brigade, L-Edition TOE 2-47
2-39. Medical Section, Headquarters and Headquarters Company,
Division Headquarters, L-Edition TOE 2-50
2-40. Combat Medic Section, Headquarters and Headquarters Company,
Combat Engineer Battalion, L-Edition TOE 2-52
Section VIE Additional Medical Assets Operating in the Brigade Area of
Operations (Force XXI/Digitized Division) 2-53
2-41. Treatment Squads/Teams from the Forward Support Medical Company,
F-Edition TOE 2-53
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2-42. Forward Surgical Team, A-Edition TOE (Force XXI/Medical Reengi-
neering Initiative) 2-54
2-43. Forward Support Medical Evacuation Team, L-Edition TOE (Force XXI/
Medical Reengineering Initiative) 2-54
2-44. Corps Ground Ambulance Company, Either the L-Edition TOE or the
A-Edition TOE Supporting Force XXI/Medical Reengineering
Initiative 2-55
2-45. Corps Combat Stress Control Augmentation, A-Edition TOE (Force XXI/
Medical Reengineering Initiative) 2-55
CHAPTER 3. COMMAND AND CONTROL 3-1
Section I. Preparation for Combat Health Support 3-1
3-1. Plans 3-1
3-2. Operation Order 3-3
3-3. Rehearsal 3-6
Section II. Troop-Leading Procedures 3-7
3-4. Eight Steps of Troop Leading 3-7
3-5. Abbreviated Troop-Leading Procedures 3-17
Section III. Computers, Information, Digitization, and Communications 3-18
3-6. Medical Standard Army Management Information System 3-18
3-7. Information and Communications 3-19
3- 8. Radio Nets 3-22
CHAPTER 4. COMBAT HEALTH SUPPORT OPERATIONS 4-1
4- 1. Combat Health Support for Reconnaissance Operations 4-1
4-2. Combat Health Support for the Offense and the Defense 4-4
4-3. Combat Health Support for Maneuver and Enabling Operations 4-11
4-4. Combat Health Support During Night Operations 4-15
APPENDIX A. THE GENEVA CONVENTIONS A-l
A-l. Effects of Geneva Conventions on Combat Health Support A-l
A-2. Geneva Wounded and Sick A-l
A-3. Identification and Protection of Medical Personnel under Geneva Wounded
and Sick A-l
A-4. Identification of Medical Units, Facilities, and Vehicles
under Geneva Wounded and Sick A-2
A-5. Camouflage of the Geneva Emblem A-3
A-6. Defense of Self and Patient under Care A-3
A-7. Geneva Prisoners of War A-4
A-8. Geneva Civilian Persons A-5
A-9. Compliance with the Geneva Conventions A-5
IV
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APPENDIX B. MANAGEMENT OF INDIVIDUAL HEALTH RECORDS IN
THE FIELD B-l
B-l. General B-l
B-2. Health Records of Deployed Soldiers B-l
B-3. Use of Field Files/DD Form 2766 B-3
B-4. Storage of Health Records and Civilian Employee Medical Records B-3
B-5. Establishment and Management of the Field File in the Operational
Area B-3
B-6. Health Assessments after Deployment B-4
B-7. Field Record Administration after Hostilities Cease B-5
APPENDIX C. COMBAT LIFESAVER C-l
C-l. Role of the Combat Lifesaver C-l
C-2. Training the Combat Lifesaver C-l
C-3. Administering the Combat Lifesaver Course C-l
C-4. Combat Lifesaver Aid Bag C-3
C-5. Class VIII Resupply of Combat Lifesaver Aid Bag C-3
APPENDIX D. INTERIM BRIGADE COMBAT TEAM D-l
Section I. Infantry Battalion Medical Platoon D-l
D-1. Medical Platoon D-l
D-2. Medical Communications for Combat Casualty Care D-5
D-3. Battalion Combat Health Support Planning D-6
D-4. Combat Health Support During Night Operations D-8
D-5. Combat Health Support Tactical Standing Operating Procedures D-8
Section II. Reconnaissance, Surveillance, and Target Acquisition Squadron D-9
D-6. Medical Platoon D-9
D-7. Platoon Headquarters D-9
D-8. Treatment Squad D-10
D-9. Evacuation Section D-ll
D-10. Squadron Combat Health Support Planning D-ll
D-ll. Squadron Operation Plans and Operation Orders D-l 3
D-12. Rehearsal D-l 3
D-13. Combat Health Support for the Offense and the Defense D-l 4
D-14. Reconnaissance, Surveillance, and Target Acquisition Squadron
Operations and Combat Health Support D-14
D-15. Combat Health Support During Night Operations D-14
Section III. Overview of Medical Force Structure in Support of the Interim
Brigade D-14
D-16. Combat Health Support for the Interim Brigade D-14
D-l 7. Brigade Surgeon’s Section D-15
D-18. Brigade Support Medical Company D-16
D-19. Forward Surgical Team D-16
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D-20. Medical Force Protection D-16
D-21. Medical Logistics (Class VIII/Blood) D-17
D-22. Infantry Battalion Medical Platoon D-17
D-23. Reconnaissance, Surveillance, and Target Acquisition Squadron D-17
D-24. Field Artillery Battalion D-17
D-25. Engineer Company D-17
D-26. Antitank Company D-18
D-27. Units Without Organic Medical Personnel D-18
APPENDIX E. FORCE PROTECTION E-l
Section I. Understanding Force Protection E-l
E-l. Protection E-l
E-2. Force Protection E-l
E-3. Field Discipline E-l
E-4. Safety E-2
E-5. Fratricide Avoidance E-2
Section II. Risk Management, Security Measures, and Terrorism
Considerations E-2
E-6. Risk Management E-2
E-7. Preventive and Protective Security Measures E-2
E-8. Terrorism Considerations E-3
APPENDIX F. TACTICAL STANDING OPERATING PROCEDURE F-l
F-l. General F-l
F-2. Sample Tactical Standing Operating Procedure F-l
GLOSSARY Glossary- 1
REFERENCES References- 1
INDEX Index- 1
VI
FM 4-02.4
PREFACE
This field manual (FM) provides information on the structure and operation of all medical platoons
and medical sections that are organic to combat and combat support (CS) battalions and squadrons. It is
directed toward the medical platoon leader and medical platoon members. The tactics, techniques, and
procedures (TTP) provided are not all-inclusive. They provide a way of performing a particular mission,
but may require modification based on mission, enemy, terrain, troops, time available, and civilian
considerations (METT-TC).
This publication provides information on the organization of the division and how medical platoons
and sections organic to division units provide combat health support (CHS). It outlines the responsibilities
of medical platoon/section leaders. It provides definitive information on planning, rehearsing, and
conducting CHS at Echelon I. It provides TTP for directing, controlling, and managing CHS at the medical
platoon/section level. It describes the troop-leading procedures for CHS operations and identifies interface
and coordination requirements with other brigade medical elements. This publication provides doctrine for
the Force XXI medical platoon.
This FM is not a stand-alone reference. It is a doctrine publication that speaks to the current Army
of Excellence (AOE) Division and the Force XXI Digitized Division and Brigade CHS and will require the
user to be familiar with FMs 4-02.21, 8-10, 8-10-1, 8-10-3, 8-10-5, 8-10-6, 8-10-7, 8-10-9, 8-10-26, 8-42,
and 8-55.
This publication implements the following North Atlantic Treaty Organization (NATO) Standardi-
zation Agreements (STANAGs) and American, British, Canadian, and Australian (ABCA) Quadripartite
Standardization Agreements (QSTAGs):
Title STANAG
Medical and Dental Supply Procedures 2128
Regulations and Procedures for Road Movement and
Identification of Movement Control and Traffic
Control Personnel and Agencies 2454
Orders for the Camouflage of the Red Cross and
the Red Crescent on Land in Tactical Operations 2931
Medical Materiel Management during Patient Evacuation
Minimum Labelling Requirements for Medical Materiel
QSTAG
435
436
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FM 4-02.4
As the Army Medical Department (AMEDD) transitions to the 91 W military occupational specialty
(MOS), positions for 91B and 91C will be replaced by 91W when new unit modification table(s) of
organization and equipment (MTOE) take effect.
Users of this publication are encouraged to submit comments and recommendations to improve
the publication. Comments should include the page, paragraph, and line(s) of the text where the change
is recommended. The proponent for this publication is the United States (US) Army Medical Depart-
ment Center and School (AMEDDC&S). Comments and recommendations should be forwarded directly
to Commander, AMEDDC&S, ATTN: MCCS-FCD-L, 1400 East Grayson Street, Fort Sam
Houston, Texas 78234-5052, or by using the e-mail addresses on the Doctrine Literature website at
http://dcdd.amedd.amy.mil/indexl.htm (click on Doctrine Literature).
Unless this publication states otherwise, masculine nouns and pronouns do not refer exclusively to
men.
Use of trade or brand names in this publication is for illustrative purposes only and does not imply
endorsement by the Department of Defense (DOD).
FM 4-02.4
CHAPTER 1
COMBAT ORGANIZATIONS
Section I. THE DIVISION
1-1. Background
The division is the largest Army organization that trains and fights as a tactical team. Largely self-
sustaining, it is capable of independent operations. The division is a unit of maneuver organizations with
varying numbers and types of combat, CS, and combat service support (CSS) units. It may be armored,
mechanized, light infantry, airborne, or air assault; each can conduct operations over a wide range of
environments. The success of Army operations depends on the success of its divisions.
1-2. Role of the Division
Traditionally, divisions have operated as part of a US corps. In corps operations, divisions are normally
comprised of 9 to 12 maneuver battalions, organic artillery battalions, and supporting CS and CSS units.
Divisions perform a wide range of tactical missions and, for limited periods, are self-sustaining. The corps
augments divisions, as missions require. All divisions must be able to deploy and conduct offensive and
defensive operations, stability operations, and support operations.
Section II. TYPES OF DIVISIONS
1-3. Armored and Mechanized Divisions
a. Amy of Excellence. The US Army’s armored and mechanized divisions (referred to
collectively as heavy divisions) provide mobile, armor-protected firepower. Armored and mechanized
divisions are normally employed for their mobility, survivability, lethality, and psychological effects on the
enemy. These divisions destroy enemy armored forces. They can seize and secure land areas and key
terrain. During offensive operations, armored and mechanized divisions can rapidly concentrate over-
whelming lethal combat power to break or envelop enemy defenses or offensive formations. These
divisions then continue the attack to destroy fire support, command and control (C2), and logistics elements.
Their mobility allows them to rapidly concentrate, attack, reinforce, or block enemy forces. Their collective
protection systems enable them to operate in a nuclear, biological, and chemical (NBC) environment.
Armored and mechanized divisions operate best in open terrain where they gain the advantage with their
mobility and long-range, direct-fire weapons. Because of strategic lift requirements, armored and
mechanized forces are slow to deploy from home or staging bases into an area of operations (AO). They
have high consumption rates of supplies, can deploy relatively few dismounted infantry, and have limited
use in restrictive terrain. See FM 71-100 for organizational structure of the division.
b. Force XXI, Digitized Division. The Army’s Force XXI Division is a redesign of our cur-
rent divisions that represent a leap forward into the realm of 21st Century technology. The smaller Force
XXI Division possesses greater lethality and quicker mobility, as well as the CSS imperative of
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FM 4-02.4
situational understanding. The digital technological enablers will enhance situational understanding and
provide the means for information dominance by enabling friendly forces to share a complete common
relevant picture (CRP). This provides the commanders a CRP while communicating and targeting in real or
near real-time. Digitization permits the division to conduct operations over an extended battle space by
increasing the operational areas of responsibility for all maneuver elements. Digitization will decrease
decision-making time by optimizing the flow of information. This information enables Force XXI
commanders to quickly mass forces allowing the division to defeat a larger, but less technologically
advanced enemy. It will contribute increased lethality, survivability, and operational tempo while reducing
the potential for fratricide.
1-4. Light Infantry Division
The light infantry division fights as part of a larger force in conventional conflicts and conducts missions as
part of a joint force in stability operations and support operations. The light infantry division is one of our
most rapidly and strategically deployable divisions. Its C2 structure readily accepts any augmentation
forces, permitting task organizing for any situation. The factors of METT-TC largely determine the
augmentations required for the division. The optimum use of light forces is as a division under corps
control, its mission capitalizing on its capabilities. The division exploits the advantages of restricted terrain
and limited visibility. It achieves mass through the combined effects of synchronized small-unit operations
and fires, rather than through the physical concentration of forces on the battlefield. Light division forces
physically mass only when risk to the force is low and the payoff is high. The division deploys as an entity;
widely dispersed to conduct synchronized, but decentralized, operations primarily at night or during periods
of limited visibility. Light force limitations include their austere CS and CSS systems, and their requirement
for support from the corps or joint force headquarters, based on METT-TC. For organizational structure of
the light infantry division, see FM 71-100.
1-5. Airborne Division
The airborne division can rapidly deploy anywhere in the world to seize and secure vital objectives. The
airborne division must be able to conduct forced entry operations. It conducts parachute assaults to capture
initial lodgments, execute large-scale tactical raids, secure intermediate staging bases or forward operating
bases for ground and air operations, or rescue US nationals besieged overseas. It also can serve as a
strategic or theater reserve as well as reinforcement for forward presence forces. The airborne division can
assault deep into the enemy’s rear areas to secure terrain or interdict enemy supply and withdrawal routes.
It can seize and repair airfields to provide a forward operating base and airheads for follow-on air-landed
forces. It is capable of all other missions assigned to light infantry divisions. The airborne division uses its
strategic and operational mobility to achieve surprise on the battlefield. The US Air Force (USAF) can
accurately deliver the airborne division into virtually any objective area under almost any weather condition.
All equipment is air transportable; most are air-droppable. All personnel are trained for parachute assaults
and airborne operations. Engagements with enemy armored or motorized formations require special
consideration. The division does not have sufficient armored protection to defeat heavier armored formations
at close range. Antitank weapons in the division compensate for, but do not completely offset, this deficit.
For division organizational structure, see FM 71-100.
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1-6. Air Assault Division
The air assault division combines strategic deployability with tactical mobility within its AO. It attacks the
enemy deep, fast, and often over extended distances and terrain obstacles. The air assault division must be
able to conduct forced entry operations. The airmobile division of the Vietnam era provided the US Army
the operational foundation, experience, and tactics for today’s air assault operations. Air assault operations
have evolved into combat, CS, and CSS elements (aircraft and troops) deliberately task-organized for
tactical operations. Helicopters are completely integrated into ground force operations. Air assault
operations generally involve insertions and extractions under hostile conditions, as opposed to mere air
movement of troops to and from secure locations about the battlefield. Once deployed on the ground, air
assault infantry battalions fight like battalions in other infantry divisions; however, normal task organization
of organic aviation results in greater combat power and permits rapid aerial redeployment. The rapid tempo
of operations over extended ranges enables the division commander to rapidly seize and maintain the
tactical initiative. For division organizational structure, see FM 71-100.
1-7. Medium Division
The medium division consists of one armored brigade, one mechanized brigade, and one air assault brigade,
and traditional heavy division aviation, CS, and CSS units. The Army designed this division to provide
commanders operational flexibility with armor lethality and light infantry strength in restrictive terrain.
Section III. THE DIVISION STAFF
1-8. The Division Commander
The division commander is responsible for everything the division does. He assigns missions, delegates
authority, and provides guidance, resources, and support to accomplish the mission.
1-9. Assistant Division Commanders
Within a division there are two assistant division commanders (ADC). The division commander prescribes
their duties, responsibilities, and relationships with the staff and subordinate units. Normally, the
responsibilities are broken down as operations and training (or maneuver) and support. Light divisions have
an ADC for operations and training (ADC-OT), while in the heavy division, he is referred to as the ADC
for maneuver (ADC-M) and, in both heavy and light divisions, there is an ADC for support (ADC-S).
1-10. Chief of Staff
The chief of staff directs the efforts of both the coordinating and special staffs. His authority usually
amounts to command of the staff.
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FM 4-02.4
1-11. Staff Section
The command sergeant major (CSM), Assistant Chief of Staff, G1 (Personnel), Assistant Chief of Staff, G2
(Intelligence), Assistant Chief of Staff, G3 (Operations and Plans); and Assistant Chief of Staff, G4
(Logistics) function at division level in much the same way their counterpart staffs function at battalion and
brigade level. The Assistant Chief of Staff, G5 (Civil Affairs) is the civil -military operations officer. This
position is normally authorized only at division level and higher. For a detailed discussion of staff
organization and functions, see FM 101-5. Provided in paragraph 1-33 is a detailed discussion of the
coordinating staff and, in paragraph 1-34, a detailed discussion of the special staff.
Section IV. ORGANIZATIONS OF DIVISIONS
1-12. Division Organizations
All divisions are generally organized with a similar basic design. This design comprises a division
headquarters and headquarters company (HHC), three ground maneuver brigades, an aviation brigade, an
artillery brigade (referred to as division artillery [DIVARTY]), a support command, a cavalry squadron, an
air defense artillery (ADA) battalion, an engineer battalion or brigade, a signal battalion, a military
intelligence battalion, a military police (MP) company, and in most cases, a chemical company. The
division headquarters provides C2 for the division’s organic, attached, or supporting units. The HHC
provides logistics support and personnel for the division headquarters and staff sections. Ministry teams in
each division unit provide religious support to soldiers and their families. These teams provide worship
opportunities, pastoral care, religious education, and spiritual fitness. The HHC is normally located near
the division’s main command post (CP). See FM 71-100 for definitive information on division organizations.
1-13. Ground Maneuver Brigade
The maneuver brigade headquarters provides the C2 facilities necessary to employ maneuver and fires. The
only unit permanently assigned to the brigade is the brigade HHC. The necessary combat, CS, and CSS
units to accomplish the brigade mission are attached, under operational control (OPCON), or placed in
support of the brigade. The brigade’s HHC furnishes logistics support (including equipment and personnel)
and security for the brigade headquarters staff sections. The brigade normally controls from two to five
attached maneuver battalions. It can be employed in autonomous or semiautonomous operations when
properly organized for combat. Field Manuals 7-30 and 71-3 contain details on employment of the brigade.
Ground maneuver battalions and additional units are placed in a command relationship to the brigade
headquarters. This allows the division to accomplish missions in any environment. As units are added to
brigades and the division, the division support command (DISCOM) is modified to meet changes in the
division’s supply, maintenance, and medical requirements.
1-14. Aviation Brigade
The aviation brigade is a maneuver force of organic, attached, and supporting Army aviation units. They
include attack, air assault, reconnaissance (RECON), electronic warfare (EW), and general support
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FM 4-02.4
(GS) units. The division and aviation brigade commanders can tailor the brigade for virtually any combat,
CS, and CSS operation to accomplish division missions. The brigade is most effective when its aerial forces
concentrate at critical times or places to destroy units and exploit enemy vulnerabilities. The brigade
extends the division capability to simultaneously strike the enemy throughout his depth and from multiple
directions. The aviation brigade commander may be required to operate over great distances with his forces
spread throughout the division’s AO. This makes timely and accurate coordination difficult. Coordination
is one the most important functions of the aviation brigade staff. Corps aviation brigades may augment or
support the division. Aviation units in these organizations include attack helicopter and assault helicopter
battalions, medium helicopter and theater aviation companies, and command aviation battalions. Field
Manual 1-111 is the doctrinal base for aviation brigade operations.
1-15. Division Artillery
The DIVARTY is the division’s primary organic indirect fire support organization. It normally comprises
cannon and rocket artillery. Fire support systems neutralize, suppress, or destroy enemy forces. The
DIVARTY provides close support, interdiction, and counterfire fire support to division operations. The
division normally receives additional field artillery (FA) support from the corps or joint force commander.
This support could include cannon and multiple launch rocket system (MLRS) battalions or brigades. Corps
155-millimeter cannons and MLRS battalions are organized similar to DIVARTY battalions. Corps artillery
battalions have a liaison section to coordinate with supported units. Field Manual 6-20-2 provides further
detail concerning DIVARTY operations.
1-16. Engineer Brigade
Divisional engineers accomplish mobility, countermobility, survivability, general engineering, and geospatial
missions. Additionally, they may perform infantry combat missions and tasks when required. Armored
and mechanized divisions have an organic engineer brigade; light, airborne, and air assault divisions have
only an engineer battalion organic to the division. A division, when fully committed, normally requires a
corps combat engineer battalion and a CS equipment company to augment its organic engineer units. Corps
provides additional engineer units based on an METT-TC analysis. The airborne, light, and air assault
divisions have limited hauling and earth-moving capabilities. This reduces their capacity for obstacle
creation and reduction, protective shelter construction, and combat route missions (mobility, counter-
mobility, and survivability). The engineer brigade commander (the engineer battalion commander in light
divisions) serves as the division engineer. He coordinates the efforts of all engineers working within the
division sector. He requests support from higher headquarters based on his engineer estimate and the
commander’s concept for the operation. Additional assets may be attached, under OPCON, or in direct
support (DS) of the division. Corps engineer units often reinforce a division. Field Manual 5-71-100
details division engineer operations.
1-17. Division Support Command
The DISCOM provides division-level CSS to all organic assigned and attached elements of the division. It
furnishes limited CSS to nondivisional units in the division area. The DISCOM routinely performs the
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FM 4-02.4
functions of arming, fueling, fixing, moving, and sustaining soldiers and their systems. The DISCOM
commander’s role is complex. He is a brigade-level commander and the division’s principal CSS operator.
He exercises full command authority over organic units in the support command. He also has a close
relationship with the division G4 and the ADC-S because of their overlapping interests. Although the
division G4 has coordinating staff responsibility for logistics planning and develops division-level plans,
policies, and priorities, the DISCOM commander advises the division staff during the formulation of plans,
estimates, policies, and priorities. The ADC-S, on the other hand, commands and supervises all rear area
operations. The G3, with the G4, and the DISCOM commander normally locate the CSS elements in the
division rear area. The forward support battalions (FSB) provide DS to brigades and are positioned in the
brigade support areas (BSA). Assigned to the FSB is the forward support medical company (FSMC) that
provides Echelon II medical care to those battalions with organic medical platoons. The company provides
both Echelon I and Echelon II medical treatment on an area support basis to units operating in the BSA and
brigade AO. The FSMC establishes treatment facilities (division clearing stations) in the BSA. The FSMC
performs the following functions:
• Treatment of patients with disease and nonbattle injuries (DNBI), triage of mass casualties,
advanced trauma management (ATM), initial resuscitation and stabilization, and evacuation of patients
incapable of returning to duty from battalion aid stations (BAS) to the FSMC.
• Ground evacuation for patients from BAS and designated collecting points to the FSMC.
• Sick call services for the BSA and brigade rear area.
• Maintenance of field health records for personnel receiving their primary care from the FSMC
according to Army Regulation (AR) 40-66.
• Operational dental care (includes emergency and essential dental care).
• Emergency Class VIII resupply to unit operating in the brigade AO.
• Unit-level medical maintenance.
• Diagnostic medical laboratory and radiology services commensurate with Echelon II medical
treatment facilities (MTF).
• Outpatient consultation services for patients referred from Echelon I MTF.
• Limited reinforcement and augmentation to supported medical platoons.
• Patient holding for up to 40 patients (20 patients in light infantry divisions) able to return to
duty (RTD) within 72 hours.
• Reconstitution/regeneration support for maneuver medical platoons
The main support battalion (MSB) is located in the division support area (DSA) to provide area support to
divisional units in the DSA and backup support to the FSB. Assigned to the MSB is the main support
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FM 4-02.4
medical company (MSMC). The MSMC provides Echelons I and II medical care to units without organic
medical treatment elements operating in the DSA. The MSMC establishes its MTF and base of operations
in the DSA and—
• Provides advice and guidance to the MSB commander and his staff on the health of the
command and CHS activities.
• Performs triage, initial resuscitation and stabilization, and preparation for evacuation of sick,
injured, and wounded personnel.
• Provides medical evacuation (ground) support on an area support basis in the DSA. (Corps
ambulances are normally used to evacuate patients from the BSA; however, this mission could be assigned
to the MSMC.)
• Provides treatment squads that may operate independently of the division clearing station for
limited time periods.
• Provides reconstitution support for forward deployed medical companies/elements.
• Provides sick call services for the BSA and brigade rear area.
• Maintains the field health records of personnel receiving their primary care from the FSMC
according to AR 40-66.
• Provides operational dental care (includes emergency and essential dental care).
• Provides Class VIII resupply through the division medical supply office (DMSO) to division
and nondivisional units via supply point distribution, logistical packages, redirected ambulance backhaul,
and emergency deliveries.
• Performs unit-level medical maintenance.
• Provides diagnostic medical laboratory and radiology services commensurate with Echelon II
MTF.
• Provides outpatient consultation services for patients referred from Echelon I MTF.
• Provides patient holding for up to 40 patients (20 patients in light infantry divisions) able to
RTD within 72 hours.
• Provides mental health (MH) and neuropsychiatric consultation services and combat stress
control (CSC) for the division.
• Provides preventive medicine (PVNTMED) and environmental health surveillance, inspections
and consultation services for division units.
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FM 4-02.4
• Provides optometry support limited to eye examinations, spectacle assembly using presurfaced
single-vision lenses, and repair services.
Medical elements from the BSA and DSA may be deployed forward with a forward logistics element (FLE)
and temporarily provide support for forward areas. Additionally, corps support organizations may use FLE
for special support requirements and to rapidly resupply as far forward as possible. Although the division
has its own organic CSS units, it relies on corps and corps support command (COSCOM) units to sustain
the division for continuous operations. (It may also coordinate through the civil affairs [CA] staff for
available host-nation [HN] support.) The medical brigade supporting the corps provides CHS that includes
hospitals in GS of the division. In DS, it provides a forward surgical team (FST), air and ground medical
evacuation (MEDEVAC), CSC, and veterinary, PVNTMED, and combat health logistics (CHL) services
that include Class VIII resupply and blood management. See FMs 63-2, 63-2-2, 63-20, 63-20-1, 63-21, and
63-21-1 for information on DISCOM CHS operations. See FMs 4-02.1, 4-02.21, 8-10-1, 8-10-3, 8-10-5,
8-10-9, 8-10-25, 8-10-26, and 8-51 for definitive information on CHS for the division.
1-18. Division Cavalry Squadron
The division cavalry squadron performs RECON and security for division operations. This helps the
division commander to maneuver his brigades and battalions and attack the enemy at the most critical
points. It fills gaps between units and establishes physical contact with divisional units and adjacent units.
The division cavalry squadron also—
• Facilitates the division’s movement with RECON, establishing contact points and passage
points, and coordinating with higher and adjacent headquarters.
• Performs RECON and security operations in the division’s rear area.
• Performs damage control and combat operations in the division’s rear area when tasked as, or
as part of, a tactical combat force (TCF).
See FM 17-95 for definitive information on cavalry squadron operations.
1-19. Air Defense Battalion
The division ADA battalion retains the division’s freedom of maneuver, protects critical division assets,
destroys enemy aircraft before they release their ordnance, and denies the enemy aerial RECON. The
division’s ADA battalion commander is the air defense coordinator. He integrates the division’s air defense
plan with both corps and echelons above corps (EAC) air defenses and integrates any OPCON air defense
units. See FM 44-100 for definitive information on air defense operations and procedures.
1-20. Military Intelligence Battalion
The military intelligence (MI) battalion provides the division dedicated intelligence, counterintelligence
(Cl), and EW support, including communications intercept, direction finding capability, and electronic attack.
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FM 4-02.4
The MI battalion responds to the G2- and G3-assigned intelligence, Cl, and EW requirements and missions.
The MI battalion receives, analyzes, and disseminates intelligence information from echelons above division
(EAD) as well as from assets within the division. The division MI battalion conducts G2-tasked intelligence
collection operations according to the division commander’s priority intelligence requirements and
information requirements through the analysis and control element (ACE). The ACE is organic to the MI
battalion and operates under the direction of the G2. Additionally, the MI battalion conducts G3-tasked EW
operations missions per the commander’s EW priorities. The MI battalion coordinates and directs corps
and EAC intelligence and electronic warfare (IEW) assets supporting the division. A MI brigade performs
IEW support at the corps level. It provides GS to the corps and, on occasion, may reinforce the division’s
intelligence efforts. When required, intelligence, imagery, EW, operations security (OPSEC) support, and
interrogation assets directly support the divisions. See the FM 34-series (MI) manuals that provide the
foundations for MI operations.
1-21. Signal Battalion
Signal support to the division is a collective and integrated application of communications, automation, and
information services and systems. The signal battalion uses three distribution systems to cover the division’s
AO. They are the area common user system, the combat net radio (CNR) system, and the automatic data
distribution system. Their integrated operation forms the division communications system. Signal units
attached to or supporting the division will be under OPCON of the division signal battalion commander
unless otherwise assigned or attached. The corps signal brigade links the division communications system
to corps and higher echelons. The resulting architecture provides deployed forces with secure global, voice,
and digital data communications. If required for special missions, corps and EAC signal assets can augment
the division’s existing signal capabilities. Specific responsibilities for the signal staff and the signal battalion
are contained in FMs 11-50 and 101-5.
1-22. Military Police Company
The division MP company performs five functions in support of division operations:
• Maneuver and mobility support, to include support to river crossing operations, breaching
operations, and passage of lines: straggler and dislocated civilian control; route RECON and surveillance;
and main supply route (MSR) enforcement.
• Area security, to include RECON operations, area damage control, base/air base defense,
response force operations and critical site, assets, or high-risk personnel security.
• Internment and resettlement operations, to include enemy prisoner of war (EPW) and civilian
internee operations, confinement of US military prisoners and populace, and resource control.
• Law-and-order operations, to include law enforcement, criminal investigation, and US military
prisoner confinement.
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FM 4-02.4
• Police intelligence operations, to include criminal information used to support the intelligence
preparation of the battlefield (IPB), police assessment process, and joint information.
The MP company commander normally collocates with the division rear CP in the DSA to direct the use of
his MP unit. Finally, the division normally receives one corps MP company to support sustained operations.
Like the divisional MP company, this attached corps MP company works under the staff supervision of the
provost marshal. Field Manual 3-19.1 details MP operations.
1-23. Division Chemical Company
The division chemical company is found in all divisions except light infantry. It reduces the effects of
enemy NBC weapons and counters enemy sensor systems by using smoke and obscurants on division
combat operations. Its primary focus is NBC RECON, decontamination (less patient decontamination), and
smoke generation. Several NBC organizations and detachments provide added NBC defensive capabilities
to the division. Corps chemical units may support corps CS and CSS units operating in the division area
and may reinforce the divisional chemical company. Other sources of chemical support for divisions are
mechanized or motorized smoke units, NBC RECON units, NBC decontamination units, and dual-purpose
(light divisions only) smoke and decontamination companies. When additional companies are attached to or
under OPCON of a division, a separate chemical battalion headquarters and headquarters detachment may
be needed for command, control, and communications (C3). It will report directly to the division chemical
officer for operational taskings. Field Manual 3-100 provides the doctrinal base for chemical company
operations.
1-24. Division Band
The mission of the Army bands is to provide music to enhance unit cohesion and morale and to musically
support military operations. Bands provide important support to information operations and should be
integrated into public affairs, CA, and psychological operations (PSYOP) plans. Army bands are assigned
secondary missions (except the US Army Band, the US Army Field Band, and the US Army Military
Academy Band which have unique missions). These principal secondary missions are augmentation of
security operations for CPs, or augmentation of perimeter security for EPW/civilian internee operations.
Section V. MANEUVER BRIGADES AND REGIMENTS
1-25. Organization of the Armored or Mechanized Infantry Brigade
The armored or mechanized infantry brigade is a combination of armored and mechanized infantry battalion
task forces (TF) and other supporting units grouped under the command of a brigade headquarters. It
participates in division or corps operations according to the principles and concepts set forth in FMs 71-100
and 100-5.
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FM 4-02.4
a. Divisional Brigades .
(1) Close combat-heavy brigades are the major subordinate maneuver commands of armored
and mechanized infantry divisions. The only permanent unit assigned to a brigade is its HHC. The HHC
provides direction and control over units assigned to, attached to, or supporting the brigade. The new Force
XXI digitized brigade has gone through some organizational changes; for example, the maneuver battalion
now has only three companies. There was also a redesign of its CSS in the maneuver battalions and the
supporting DISCOM FSB. The Force XXI maneuver battalion with its enhanced computers, communi-
cations, and digitalization has real-time situational understanding that provides personnel a CRP.
(2) Divisional infantry, armored, and mechanized battalions are attached to brigades to
destroy the enemy and to seize and hold terrain. Normally, each brigade can control three or four
maneuver battalions with their CS and CSS units. When it is necessary to concentrate forces, control of
more battalions may be necessary. However, the battalions assigned to a brigade must be limited to a
number that can be controlled in a very complex battle situation.
(3) Light infantry battalions may be attached to the heavy brigade for specific missions and
for a short duration. Use of light forces requires careful consideration of key employment and logistics
support.
(4) The divisional brigade does not have support assets assigned to it; however, a habitual
support relationship does exist between a designated FSB and the maneuver brigade. Normally, brigade
support is also provided by a DS FA battalion; an ADA battery; an engineer company; a forward area
signal platoon; an MP platoon; combat IEW elements; a tactical air control party (TACP); and a DISCOM
FSB. Attack helicopter units may also operate with the brigade. When sorties are allocated for planning,
USAF tactical air operations support the brigade.
b. Separate Mechanized Infantry and Armored Brigades .
(1) Since separate brigades conduct operations under corps command, they are organized to
provide their own support. Units organic to the separate brigade include—
• A brigade HHC to provide C2 and limited CS assets, to include MP, chemical, and
air defense elements.
• Tank and mechanized battalions to fight battles, destroy or disrupt enemy forces,
and seize and hold terrain.
• An armored cavalry troop for RECON, security, and economy-of-force operations.
• A DS FA battalion to provide fire support.
• An engineer company for combat engineer support.
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FM 4-02.4
• An MI company to assist in collecting, processing, and disseminating intelligence
and to support EW operations.
• A support battalion organized to provide CSS in the same way as the DISCOM’s
FSB provides CSS to divisional brigades, but with the added ability to link directly with the COSCOM for
augmentation.
(2) Additional combat, CS, and CSS units may be attached to a separate brigade as required
by the brigade’s mission and operating circumstances. The separate brigade may be attached to a division
(less support) but is usually controlled by a corps.
1-26. Organization of Infantry Brigades
a. Divisional Brigades .
(1) Light infantry, airborne, or air assault brigades are the major subordinate maneuver
commands of infantry, airborne, or air assault divisions.
(2) There may be three or four brigades assigned to an infantry division, depending on
operational requirements but in most cases it is three.
(3) Combat support and CSS are provided to the brigade by the division. Normally, FA
support is provided by a light FA DS battalion. An engineer company, a forward area signal center
platoon, combat IEW elements, and DISCOM forward support elements also routinely support a brigade.
From time to time, attack helicopter units and USAF bombers may operate in support of the brigade.
b. Separate Light Infantry Brigades.
(1) Since separate brigades sometimes conduct independent operations, they are organized to
provide their own support. Each is generally organized with—
• A brigade HHC to provide C2.
• Infantry battalions to destroy the enemy and to seize and hold terrain.
• A support battalion with several support units to provide CSS.
• A combat IEW company to assist in collecting, processing, and disseminating
intelligence and to support EW operations.
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A light FA battalion to provide fire support.
An engineer company for combat engineer support.
An armored cavalry troop for RECON, security, and economy of force operations.
FM 4-02.4
(2) Additional combat, CS, and CSS units may be attached to the separate brigade, as
required. The separate brigade may be attached to a division or placed under the control of a higher
command such as a corps.
1-27. Armored Cavalry Regiments
The armored cavalry regiments (ACR) are designed as either an ACR (armored) or an ACR (light) (L).
a. Armored Cavalry Regiment (Armored). The ACR is a self-contained combined arms
organization composed of armored cavalry squadrons (ACS), an aviation squadron, a support squadron,
and separate CS companies and batteries. The ACR is a separate unit that supports the corps or a joint task
force (JTF). It is often reinforced by corps CS units and divisional maneuver battalions. The ACR operates
independently over a wide area and at extended distances from other units. The ACR is a highly mobile,
armored force capable of fighting the fully mechanized threat in the environmental states of war or conflict.
The ACR may be rapidly deployed to a theater of operations by sealift. When supporting a light corps,
limitations may exist in corps support capabilities, strategic mobility, and terrain restrictions. The regimental
ACS, a highly mobile, armor-protected force, is discussed below. The regimental aviation squadron (RAS)
provides the regiment with combat aviation assets. It is organized with air cavalry /RECON troops, attack
helicopter troops, and an assault helicopter troop. The squadron adds a very responsive, terrain-independent
combat capability to the regiment. The maneuverability and flexibility of the RAS enhance the combat
flexibility of the regiment. The RAS may operate independently of or in close coordination with the ACS,
or it may provide troops to the ACS.
b. Armored Cavalry Regiment (L). The ACR (L) is a self-contained combined arms organization
capable of being packaged and rapidly deployed by air or sealift as part of a force projection Army
responding rapidly to worldwide contingencies. The role of the ACR (L) may be traditional, initial entry,
or follow-on. The traditional role would support a US corps or TF through a RECON, security, and
economy-of-force capability. As an initial entry force, the ACR (L) would support Army or JTF operations
with credible force as a demonstration of US resolve. In the follow-on role, the ACR (L) will follow an
opposed entry force (division-ready brigade type) to expand the point of entry, to provide RECON and
security, and to serve as the initial combat-capable maneuver force. Because of the C2 structure and
support base within the regiment, it is a very modular organization capable of rapidly integrating armored
forces into its task organization. This factor supports the Army with a force package that can be tailored for
the situation and expanded once it is deployed to a theater if the situation dictates the need for armored
forces. The ACR (L) is composed of ACS, an aviation squadron, a support squadron, and separate CS
companies and batteries. The ACR (L) is a separate unit that supports the contingency corps. It is often
reinforced by corps CS units and divisional maneuver battalions. The ACR (L) operates independently over
a wide area and at extended distances from other units. The ACR (L) is a highly mobile force capable of
executing the full range of doctrinal cavalry missions against a comparable threat in the environmental states
of war or conflict. It is also capable of conducting stability operations and support operations. When
supporting a light corps, limitations may exist in corps support capabilities, strategic mobility, and terrain
restrictions. The organizational structure for the ACR (L) is similar to the ACR (armored) with some
significant exceptions. These differences may require modification of the TTP prescribed for the ACR
according to FM 17-95. The following assets or capabilities are not organic to the ACR (L):
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FM 4-02.4
• Neither the ACR (armored) nor the ACR (L) is authorized a tactical CP.
• The chemical company of the ACR (L) is not organized with a smoke platoon.
• The engineer company of the ACR (L) is not organized with bridging assets.
• Organic assets do not include digital terrain database development.
• The MI company of the ACR (L) does not have ground surveillance radar.
• The aviation squadron of the ACR (L) does not have attack helicopter troops.
Limited ballistic protection offered by the high-mobility multipurpose wheeled vehicle (HMMWV) and lack
of organic tank assets require judicious application of standard cavalry doctrine. The ACR (L) is ideally
suited for force packaging and employment by the contingency corps against a comparably equipped threat,
but must be reinforced to defeat a modern mechanized or armored force. For definitive information on both
the ACR (armored) and the ACR (L), see FM 17-95.
Section VI. THE BATTALION
1-28. Organization of the Infantry Battalion
a. Organization. An infantry battalion is organized and equipped to give it the capabilities
needed to accomplish its missions. It is large enough to engage enemy regiments using a full range of
organic and nonorganic weapons and support. However, it is small enough that the battalion commander
can personally lead and immediately influence the action of his units in battle.
(1) To understand the organizational structure of the battalion, one must understand the
organizational roles of echelons above and below the battalion and how the battalion serves as the interface
for these echelons.
(2) Within the context of organizational roles, platoons normally fight as part of a company.
Companies fight using their subordinate platoons as fire or maneuver elements. Battalions provide support
to the companies; ensure the battlefield has depth; and synchronize the various arms and services to achieve
the maximum effect from the available forces. The brigade task-organizes the battalion, fitting the forces to
the ground, mission, and enemy situation. Divisions provide CS and CSS force multipliers. Corps
conducts operational-level warfare, providing additional CS and CSS assets in accordance with the corps
main effort.
(3) To execute doctrine, the infantry battalions require adequate troop strength; an organic
antiarmor capability; supporting arms; optimized task organization based on the mission; and adequate
support. These requirements are met through the organization of the infantry battalions and through
augmentation and task organization where required.
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FM 4-02.4
b. Types of Battalions . There are six basic types of infantry battalions: mechanized infantry, air
assault, airborne, ranger, light, and mountain. The fundamental combat mission of the infantry battalion,
regardless of type, is to destroy or capture the enemy by means of fire and maneuver; or to repel his assault
by fire, close combat, and counterattack. To accomplish specific missions, the battalion is normally
augmented with combat, CS, and CSS assets.
c. Task Organization. Normally, infantry battalions operate as table of organization and
equipment (TOE) units only in garrison. For training and for combat, they are task organized for the
mission at hand. Task organizing tailors the unit to get the most from its capabilities and to minimize its
limitations. It is a temporary grouping of forces designed to accomplish a particular mission. Task
organization involves the distribution of available assets to subordinate control headquarters by attaching or
placing assets under OPCON to the subordinate. Task organization is made after analysis of the mission
and all of the other METT-TC factors. When developing the task organization, the commander must clearly
understand the capabilities and limitations of his organic and supporting units; he must consider the existing
C2 relationships.
1-29. Organization of the Mechanized Infantry and Armored Battalions
Mechanized infantry battalions and armored battalions are organized, equipped, and trained to accomplish
specific missions; each type battalion has unique capabilities and limitations.
a. Missions.
(1) The mission of the mechanized infantry battalion is to destroy or capture the enemy by
means of fire and maneuver, or to repel his assault by fire, close combat, and counterattack.
(2) The mission of the armored battalion is to close with and destroy enemy forces using
fire, maneuver, and shock effect, or to repel his assault by fire and counterattack.
(3) Battalion TF accomplish missions and tasks as part of a brigade’s operation. Occasion-
ally, TF will conduct operations directly under a division’s or an ACR’s control; such as participating in the
higher headquarters covering force; acting as a reserve; or forming a TCF in rear area operations.
b. Capabilities.
(1) The capability of the mechanized infantry battalion and the armored battalion is increased
through task organization. Based on situational estimates, the brigade commander task-organizes armored
and mechanized infantry battalions by cross-attaching companies between these units. As a rule, cross-
attachment is done at battalion level because it has the necessary C2 and support capabilities to employ
combined arms formations. The brigade commander determines the mix of companies in a TF. Similarly,
the TF commander may cross-attach platoons to form company teams for specific missions.
(2) Tank and mechanized infantry battalion TF apply their mobility, firepower, and shock
effect to—
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FM 4-02.4
• Conduct sustained combat operations in all environments.
• Accomplish rapid movement and limited penetrations.
• Exploit success and pursue a defeated enemy as part of a larger formation.
• Conduct security operations (advance, flank, or rear guard) for a larger force.
• Conduct defensive, retrograde, or other operations over assigned areas.
• Conduct offensive operations.
c. Limitations.
(1) Because of the high density of tracked vehicles, the battalion has the following limitations:
• Mobility and firepower are restricted by urban areas, dense jungles and forests,
very steep and rugged terrain, and significant water obstacles.
• Strategic mobility is limited by substantial quantities of heavy equipment.
• Consumption of supply items is high, especially Classes III, V, and IX.
(2) Battalions are task-organized according to mission; they are routinely augmented to
improve engineer, fire support, air defense, intelligence, and CSS capabilities.
1-30. Battalion Task Force on the AirLand Battlefield
a. The foundation of AirLand Battle doctrine at the TF level is classical maneuver warfare. In its
simplest form, maneuver warfare involves using a part of the force to find, then contain the enemy, while
the remainder of the force moves to a position of advantage and attacks his weakest point— usually a flank or
the rear. The goal is to mass enough combat power at the critical place and time to destroy or threaten the
enemy with destruction, while preserving freedom for future action.
b. The TF commander must understand the intent of the brigade and division commander to
properly employ his force. The TF commander develops his intent and concept and accepts risks to achieve
decisive results. He seizes the initiative early and conducts offensive action aimed at imposing his will on
the enemy. The objective of his maneuver is to position strength against weakness, throw the enemy off
balance, and aggressively follow-up to defeat and destroy the enemy.
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FM 4-02.4
Section VII. THE BATTALION STAFF
1-31. Command and Control Responsibilities of the Battalion
The commander establishes a standard C2 system by defining the functions of key individuals, organizations,
and facilities. He organizes his staff in a manner to accomplish the mission. He will develop a basic
organization flexible enough to be modified to meet changing situations. This section discusses the individual
and staff functions and responsibilities and how they are organized to facilitate C2.
1-32. Staff
a. Commander. The commander commands and controls subordinate combat, CS, and CSS
elements that are organic or attached to his unit or under its OPCON. The commander’s main concerns are
to accomplish his unit’s mission and to ensure the welfare of his soldiers.
(1) The commander cannot win the battle alone. He must rely on his staff and subordinate
commanders for advice and assistance in planning and supervising operations. He must completely
understand their limits and capabilities. He must train subordinate commanders to execute his concept in his
absence. Also, he must cross-train his staff to continue unit operation when staff elements suffer combat
losses.
(2) The staff reduces the demands on the commander’s time; they assist him by—
• Providing information.
• Making estimates and recommendations.
• Preparing plans and orders.
• Supervising the execution of orders issued by, or in the name of, the commander.
The commander assigns clear-cut responsibility for functions to unit staff officers to ensure that conflicts do
not arise. As a rule, staff officers are delegated the authority to say “yes” to requests by subordinate unit
commanders. They defer to the commander when the answer is “no.” The staff must be responsive to
subordinate unit commanders.
b. Executive Officer. The executive officer (XO) is second in command and is the principal
assistant to the battalion commander. The XO is prepared to assume the duties of the commander. He
formulates and announces staff operating policies and ensures the commander and staff are informed on
matters affecting the command. The XO ensures that—
• The required liaison is established.
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FM 4-02.4
• All staff officers, unless otherwise instructed by the commander, inform him (the XO) of
any recommendations or information they gave directly to the commander, or of any instructions they
received directly from the commander.
• The XO functions as the Chief of Staff and directs and coordinates staff activities.
He represents the commander, when required, and exercises supervision of the tactical operations center
(TOC) and its operations.
c. Command Sergeant Major. The CSM is the senior noncommissioned officer (NCO) in the
unit. He acts in the name of the commander when dealing with other NCO in the unit; he is the
commander’s primary advisor concerning the enlisted ranks. He should understand the administrative,
logistical, and operational functions of the unit to which he is assigned. Since he is the senior enlisted
soldier in the unit, his attention should be focused on operations, training, and how well the commander’s
decisions and policies are being carried out. He is the senior enlisted soldier who is responsible to the
commander for training in the organization. He coaches and trains first sergeants (1SGT) and platoon
sergeants (SGT); he works very closely with company commanders in this regard. He maintains close
contact with subordinate and attached unit NCOs. The CSM may act as the commander’s representative in
supervising critical aspects of an operation. The CSM can lead the advance/quartering party during a major
movement. He may also help in the CSS effort during the battle.
1-33. Coordinating Staff
a. Adjutant (US Army).
(1) The Adjutant (US Army) (SI) has primary responsibility to provide all activities and
functions associated to sustain personnel manning of the unit, provide personnel support, and other human
resource support to service members. The SI section is principally structured to provide critical wartime
functions of personnel strength accounting and casualty reporting. Battalion SI sections can provide limited
personnel services and support within the battalion, but require augmentation support to provide the full
spectrum of human resource support and services. The SI participates in the planning process, personnel
estimates, loss estimates, and recommends replacement priorities. Within the battalion, the SI coordinates
EPW support, limited legal support, CHS planning (in conjunction with the battalion surgeon), and public
affairs. The battalion SI also coordinates legal actions with the brigade SI.
(2) Information linkages and split-base operating procedures should minimize the distinction
between wartime/peacetime and forward/rear in regards to personnel support. Personnel (SI) sections
provide additional services at the home station. When deployed, the SI performs replacement operations,
postal operations, strength management, personnel actions (awards, promotions, evaluations, reassignments,
and military pay), morale welfare and recreation support, and Red Cross coordination. The commander
must leverage his reach capability with these functions.
(3) During deployment, the SI operates from the combat trains and is normally collocated
with the Logistics Officer (US Army) (S4). While collocated, functional responsibilities between the SI and
S4 are not intended to be interchangeable.
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FM 4-02.4
b. Intelligence Officer (US Amy). The Intelligence Officer (US Army) (S2) exercises overall
staff responsibility for intelligence. He conducts the IPB with the commander and Operations and Training
Officer (US Army) (S3) using—
• Higher collection sources.
• Ground and aerial RECON.
• Observation posts.
• Ground surveillance radar.
• Target acquisition.
• Electronic warfare assets.
• Organic scout platoon.
In conjunction with the IPB process, he prepares and disseminates intelligence estimates. The tactical
intelligence officer assists the S2. The tactical intelligence officer is part of a two-man battalion information
coordination center (BICC). The BICC’s primary responsibility is to manage the unit’s intelligence
collecting, processing, and disseminating effort for the S2. The BICC develops and initiates the
reconnaissance and surveillance (R&S) plan; identifies requirements that cannot be met by the battalion’s
assets; and notifies the brigade S2.
c. Operations and Training Officer (US Amy). The S3, as the operations officer, is the
commander’s principal assistant for coordinating and planning the battle. The S3—
• Monitors the battle.
• Makes sure that CS assets are provided when and where required.
• Anticipates developing situations.
He advises the commander on—
• Courses of action (CO A).
• Combat and CS matters.
• Organization and training.
• Operational matters during the battle.
He prepares the operations estimate and conducts planning and coordination with other staff sections
resulting in published operation orders (OPORD), operation plans (OPLAN), and training programs.
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In conjunction with his planning duties, he is responsible for PSYOP; EW activities, OPSEC; deception;
and, in conjunction with the S4, tactical troop movement. He establishes priorities for communications to
support tactical operations and coordinates with the XO and the battalion signal officer on the location of the
main CP.
(1) Operations and Training Officer (US Army) (Air). The S3 (Air), the principal assistant
to the S3, is normally in the TOC. He assumes the duties of the S3 in his absence. He coordinates the
employment of close air support with the fire support element (FSE) and the TACP, as well as the air
defense section leader.
(2) Nuclear, biological, and chemical personnel. The assistant S3/chemical officer is
assigned to the S3 section of combat battalions with a chemical NCO as his assistant. A decontamination
specialist is assigned to the HHC of airborne and air assault battalions. The chemical officer and NCO train
and supervise the battalion decontamination crew. During combat operations, chemical personnel provide a
24-hour capability within the S3 section to receive, correlate, and disseminate information on NBC attacks.
They consolidate subordinate units’ operational exposure guide (OEG) radiation status and report to higher
headquarters as required. They provide recommendations concerning mission-oriented protective posture
(MOPP) levels and employment of supporting NBC RECON and smoke units. If the unit comes under
NBC attack, battalion NBC personnel organize and establish a battalion NBC center. They supervise
activities of the radiological survey and monitoring teams and the chemical detection teams. The NBC
personnel also coordinate and supervise decontamination missions (less patient decontamination) conducted
with or without support-level decontamination assets.
d. Logistics Officer (US Army). The S4 has primary staff responsibility for determining CSS
requirements and priorities. The S4 is responsible for CSS planning in the military decision-making
process. His section is responsible for the procurement, receipt, storage, and distribution of supplies; and
for transportation of units, personnel, and CSS items to their required locations. He designates lines of
communications (LOC) and supply routes and locations of CSS elements; and prepares and develops CSS
plans in concert with the current tactical plan. The S4 is responsible for the preparation, authentication, and
distribution of CSS support plans and orders when published separately. The S4 establishes the requirements
for civilian labor and the collection and disposal of excess property, salvage, and captured material.
e. Command and Control, Communications, and Computer (C4) Operations Officer (US Army).
The Assistant Chief of Staff, (Signal) (G6)/Communications Staff Officer (US Army) (S6), C4 operations
officer, is the principal staff officer for all matters concerning C4. A G6/S6 is located at all echelons of
command from battalion through corps. He is responsible for advising the commander, staff, and
subordinate commanders on C4 operational matters. Command and control, communications, and computer
operations are inclusive of network operations and information management. Network operations include
network management, information dissemination management, and information assurance. Information
management includes relevant information and information systems functions.
f. Battalion Maintenance Officer. The battalion maintenance officer (BMO) plans, coordinates,
and supervises the maintenance and recovery efforts of the maintenance platoon and ensures that adequate
maintenance support is provided to the TF. Although he is a staff officer in the battalion headquarters, he is
also the maintenance platoon leader. The maintenance warrant officer assists the BMO by providing
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FM 4-02.4
technical assistance and supervision of the maintenance platoon. The BMO supervises the unit maintenance
collection point in the armored and mechanized infantry battalions only.
1-34. Special Staff
a. Battalion Surgeon. In this role the battalion surgeon is a special staff officer and advisor to the
battalion commander on employment of the medical platoon and on the health of the battalion. He is also
the supervising physician (medical officer/field surgeon) of the medical platoon’s treatment squad. This
officer is responsible for all CHS provided by the platoon. His responsibilities include—
• Planning and directing CHS for the maneuver battalion. He does this in conjunction with
the battalion S 1 , who is the coordinating staff officer responsible to the commander for health and welfare
of the troops.
• Advising the maneuver battalion commander and his staff on CHS operations and the
medical threat.
• Supervising the health, welfare, organizational training, administration, discipline,
maintenance of equipment, supply functions, and employment of medical platoon personnel.
• Examining, diagnosing, treating, and prescribing courses of treatment for patients, to
include ATM.
• Training combat lifesavers (CLS).
• Supervising the battalion CSC program.
• Supporting humanitarian assistance programs, when directed.
• Providing PVNTMED support for the battalion. Requesting PVNTMED support from
the brigade for PVNTMED requirements beyond his (battalion surgeon) capabilities.
• Planning and overseeing PVNTMED training for battalion personnel.
• Advising the commander on the health of the battalion.
• Supervising the training of unit field sanitation teams.
• Ensuring the field health records are maintained according to AR 40-66.
• Advising the commander on the effects of the Geneva Conventions on CHS. See
Appendix A, The Geneva Conventions, for additional information.
b. Chaplain. The chaplain advises the commander and staff on religious matters and of the
influence of indigenous religious groups and customs on the commander’s courses of actions. The chaplain
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is a member of the battalion’s unit ministry team (UMT). This team is the staff section that provides
religious support to the battalion. The team advises the commander on unit morale and ethical issues and
assists in meeting the religious and spiritual needs of the soldiers. The team consists of a chaplain and a
chaplain assistant. The chaplain provides the clergy-related support to the unit. These include worship and
prayer services, funeral and memorial services, and in-depth grief counseling. The chaplain assistant
provides the administrative and logistical management for the team as well as the team’s security. The
chaplain exercises the necessary staff authority for developing, coordinating, and executing the religious
support plan. Additionally, the chaplain facilitates soldiers’ free exercise of their religious rights, beliefs,
and worship practices and makes recommendations for ethical decision-making and moral leadership
programs. See FM 16-1 for definitive information on religious support for the battalion.
1-35. Other Staff Assets
a. Headquarters and Headquarters Company Commander. The HHC commander has the
responsibility of ensuring that the command facilities are provided logistical support. Normally, he places
his XO with the main CP to supervise support, security, and movement. The HHC commander locates
himself at the field trains CP to monitor and coordinate all battalion activities there. He uses landlines and
messengers to control all elements in the field trains and communicates with the combat trains using the
administration/logistics net (a frequency modulated [FM] radio net). The HHC commander is available for
other tactical missions as dictated by the estimate of the situation. These roles normally come into play
during operations other than sustained ground combat. They may include coordination and control of the
RECON/counter-RECON effort; combat patrols; or any other task designated by the battalion commander.
b. Physician Assistant. The physician assistant (PA), normally a Captain, Army Medical
Specialist Corps, performs general technical health care and administrative duties. The PA is ATM-
qualified and works under the clinical supervision of the medical officer. This officer serves as the medical
platoon leader in the absence of an assigned physician.
c. Field Medical Assistant. The field medical assistant, a Medical Service Corps (MS) officer,
normally a Lieutenant, is the operations/readiness officer for the medical platoon. He is the principal
assistant to the battalion surgeon for operations, administration, and logistics. The field medical assistant
coordinates CHS operations with the battalion S3 and S4 and coordinates patient evacuation with the
FSMC.
d. Fire Support Officer. The integration of fire support into the maneuver operation is a decisive
factor in the success of battle. The maneuver commander is responsible for the whole of his operation
including the fire support plan. The fire support officer (FSO) is responsible for advising the commander
on the best available fire support resources; for developing the fire support plan; for issuing the necessary
orders in the name of the commander; and for implementing the approved fire support plan. The FSO
normally locates with the commander, but it may be necessary to locate where he can communicate best.
e. Air Defense Artillery Officer. The senior leader of any supporting ADA unit(s) advises the
commander on the employment of ADA assets. During the planning process, he is at the TOC to ensure the
integration of air defense into the concept of operation. During the execution of the plan, he positions
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himself in a location that will enable him to best C2 the air defense assets. He monitors the command net to
remain responsive to the needs of the commander. He also monitors the early warning net to assist in the
acquisition and dissemination of early warning information as a member of the Army airspace C2 system.
f. Engineers. The leader of the supporting engineer unit advises the commander on the
employment of engineer assets. During the initial planning, he is at the TOC to advise the commander on
employment of his unit. During the battle, the engineer unit provides a representative with a radio at the
TOC, if possible, to coordinate the engineer effort. If no representative is available, the TOC periodically
monitors the engineer net. Regardless of the system used, the engineer leader is responsible for maintaining
constant communications with the battalion.
g. Antiarmor Company Commander! Platoon Leader ( Light Battalion). This leader advises the
commander on the tactical employment of his weapon systems. He may serve as a fourth maneuver element
or as an alternate battalion CP when properly task-organized. The first alternate CP for the battalion is the
combat trains CP (CTCP).
h. Scout Platoon Leader. He advises the commander and the S2 on the employment of his
element. He is responsible for conducting tactical RECON in support of the battalion. He assists the S2 in
developing the R&S plan.
i. Battcdion Mortar Platoon Leader. He advises the battalion commander and the FSO on
tactical employment of the battalion mortar platoon; he may assist the FSO with his fire support coordinator
responsibilities. His platoon headquarters may also serve as an alternate CP.
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CHAPTER 2
DIVISION COMBAT HEALTH SUPPORT
Section I. OVERVIEW OF DIVISION AND CORPS MEDICAL ASSETS
2-1. Tables of Organization and Equipment
The TOE provides a model for fielding a unit at full capability, or at a reduced capability if resource
constraints so mandate. The TOE also specifies the capabilities that the unit has to accomplish its mission.
Tables of organizations and equipment are scheduled for revision when changes in doctrine occur, upon
introduction of new or improved equipment, or to incorporate more effective organizational design. New
TOEs are developed to accommodate the requirements of new organizations. If the TOE is not scheduled
for revision or replacement by a new TOE, it will be scheduled for cyclic review every 3 years. There are
different editions of TOE that are identified as under the TOE modernization system. For example,
A-Edition TOE were developed to identify restructuring initiatives for existing L-Edition TOE. Example of
TOE editions based on modernization of the Army include—
• Division 86, H-Edition TOE.
• Army of Excellence (Air Land Battle/Medical Force 2000), L-Edition TOE.
• Medical Reengineering Initiative (MRI), A-Edition TOE.
• Force XXI (Digitized Division), F-Edition TOE.
The MTOE is the document that is seen at the unit level. The MTOE is a modified version of a
Headquarters, Department of the Army (DA)-approved TOE that prescribes the unit organization, personnel,
and equipment necessary to perform a mission in a specific geographical or operational environment. At
unit level, the MTOE is the base document for requesting personnel and equipment; distributing personnel
and equipment resources; unit status reporting; and reporting supply and maintenance status. In addition to
the TOE, some organizations have a table of distribution and allowances (TDA). The TDA prescribes the
organizational structure for a unit having a support mission for which a TOE does not exist and which may
include civilian positions. For the remainder of this chapter only the Army of Excellence/Air Land Battle
and the Force XXI/Digitized Division TOE (with some information pertaining to MRI units) will be discussed.
2-2. Division Medical Assets, L-Edition TOE (Army of Excellence/ AirLand Battle)
The Army of Excellence/L-Edition TOEs were developed to support the AirLand Battle/Medical Force
2000 doctrine. They will be in the Army’s inventory until the Army completes its Army XXI and other
modernization initiatives. Medical assets that are organic to the division with units under the L-Edition
TOE include—
• Division surgeon’s section (DSS) that has a surgeon and three additional medical personnel.
• Division support command, division medical operations center (DMOC), which could have up
to 18 personnel assigned, depending on type of communications equipment the DMOC is using.
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• Main support battalion, health service support officer (HSSO).
• Main support medical company.
• Headquarters section.
• Treatment platoon.
• Ambulance platoon.
• Division medical supply office.
• Mental health section.
• Preventive medicine section.
• Optometry section.
• Forward support battalion, HSSO.
• Forward support medical company.
• Headquarters section.
• Treatment platoon.
• Ambulance platoon.
• Aviation brigade flight surgeon’s section
In addition, medical platoons/section are assigned to the following combat arms battalions or squadrons:
• Armored.
• Mechanized infantry.
• Airborne infantry.
• Air assault.
• Light infantry.
• Armored cavalry.
• Artillery.
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FM 4-02.4
• Reconnaissance, surveillance, and target acquisition (RSTA) squadron.
• Air defense artillery battalion.
Also, medical personnel may be assigned to the following units.
• Engineer battalion.
• Signal battalion.
• Antitank company.
• Military police company.
2-3. Division Medical Assets, F-Edition TOE (Force XXI/Digitized Division)
The F-Edition TOEs were developed to support the Force XXI/Division Redesign Initiative and Force XXI
doctrine. Digitization of the new Force XXI Division is a high priority.
NOTE
Digitization is defined as the application of information to acquire,
exchange, and employ timely battlefield information. It will enhance
situational understanding and provide the means for information
dominance by enabling friendly forces (ten divisions. Reserve Compo-
nents, and joint/combined forces) to share a common picture of the
battlefield while communicating and targeting in real or near real-
time. Digitization will reduce the “fog of war” and decrease decision-
making time by optimizing the flow of information . It will allow the
“orchestration” of combat power at critical times and places faster
than an adversary can. It will contribute increased lethality, surviv-
ability, and operational tempo while reducing the potential for fratri-
cide to ensure seamless digital communications from the sustaining
base to the tactical and strategic levels.
Medical assets that are organic to the division with units under the F-Edition TOE include—
• Division surgeon’s section (a surgeon and 12 additional medical personnel).
• Division support command medical operations branch, including an officer and an NCO.
• Division support command medical materiel management branch (MMMB) (one officer and
one NCO).
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FM 4-02.4
• Division support battalion HSSO.
• Division support medical company (DSMC).
• Headquarters section.
• Treatment platoon.
• Ambulance platoon.
• Mental health section (a division psychiatrist, an NCO, and one MH specialist are
assigned to this section.
• Preventive medicine section (one environmental science officer and a PVNTMED NCO
are assigned to this section).
• Optometry section.
• Forward support battalion, CHS cell/HSSO (an officer and an NCO are assigned to this
section).
• Forward support medical company.
• Headquarters section.
• Treatment platoon (one less treatment squad than the F-Edition TOE).
• Ambulance platoon.
• Mental health section (a division psychiatrist, an NCO, and one MH specialist are
assigned this section).
• Preventive medicine section (one environmental science officer and a PVNTMED NCO
are assigned to this section).
• Maneuver brigade surgeon’s section (BSS) (six personnel assigned).
• Medical platoons/sections are assigned to the following combat arms and CS battalions:
• Armored.
• Mechanized infantry.
• Artillery.
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FM 4-02.4
• Engineer.
• Signal.
• Medical personnel may be assigned to the following units:
• Engineer company.
• Antitank company.
2-4. Division Surgeon, L-Edition TOE (Army of Excellence/ AirLand Battle)
The division surgeon is an Medical Corps (MC) officer, area of concentration (AOC) 60A. He is a special
staff officer and normally coordinates his CHS activities through the Gl. Generally, the surgeon’s duties
are administrative; the division commander charges him with full responsibility for the technical control of
all medical activities in the command. The division surgeon’s staff is assigned to the DSS of the division
HHC. Personnel assigned to this section include an operations NCO (MOS 91W40), a clerk typist (MOS
71L10), and a patient administration specialist (MOS 71G10). These personnel along with the DMOC staff
located in the DISCOM, assist the division surgeon in the performance of his duties. The division surgeon’s
responsibilities include—
• Advising on the health status of the command and of the occupied or friendly territory within
the commander’s area of responsibility.
• Briefing the division commander and/or his representative during all routine and emergency
division briefings on CHS operations.
• Participating in the preparation of division OPLAN and contingency plans and identifying
potential medical hazards associated with geographical locations and climatic conditions.
• Determining reporting requirements and frequencies.
• Advising on the health effects of the environment.
• Advising on the health effects of NBC devices/weapons, to include OEG.
• Exercising technical supervision of subordinate brigade surgeons, physicians, and PAs.
• Providing consultation and mentoring to subordinate brigade surgeons, physicians, and PAs.
• Advising on the health effects of directed-energy devices/weapons.
• Determining requirements for the requisition, procurement, storage, maintenance, distribution
management, and documentation of Class VIII supplies within the division.
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FM 4-02.4
• Monitoring critical Class VIII items and keeping the division commander informed.
• Determining requirements for medical personnel and making recommendations concerning
their assignments.
• Coordinating with medical unit commanders, to include leaders of medical platoons and
sections, for continuous CHS.
• Submitting to higher headquarters those recommendations on professional medical problems
that require research and development.
• Recommending use of captured medical supplies in support of EPW and other recipients.
• Advising on medical intelligence requirements (including the examination and processing of
captured medical supplies as directed by the corps surgeon).
• Providing recommendations on allocation and redistribution of AMEDD personnel, CHL, and
CHS during the reconstitution process.
• Advising commanders about the PVNTMED aspects of reconstitution and availability and use
of CSC teams.
• Forwarding the Command Health Report (RCS MED-3 [R7]) according to Chapter 3, AR 40-5.
• Advising commanders on the effects of accumulated fatigue, radiation exposure, possible
delayed effects from exposure to chemical warfare (CW) or biological warfare (BW) agents, and use of
countermeasures and pretreatments.
• Advising commanders on disposition of personnel exposed to lethal, but not immediately life-
threatening, doses of radiation or CW and BW agents.
• Ensuring the division’s CHS annex is developed for all contingency plans. For CHS planning
factors, see FM 8-55.
• Initiating, through the division commander and the G3, medical training, first aid training,
and CLS training programs for the division.
• Overseeing the continuing health education program for the division and ensuring compliance
with AR 351-3.
• Ensuring that all physicians and nonphysician health care providers have gone through a
credentialing committee according to AR 40-68 to validate clinical privileges.
• Ensuring that clear and accurate patient records are maintained of all clinical encounters for
supported/deployed personnel through the use of appropriate forms as directed by AR 40-66. See Appendix B
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FM 4-02.4
for management of individual health records in the field. For additional information on the division
surgeon, see FMs 8-10-3 and 8-10-5.
2-5. Division Surgeon, F-Edition TOE (Force XXI/Digitized Division)
The division surgeon, an MC officer (Lieutenant Colonel [LTC], AOC 60A00), is a division-level special
staff officer. He normally works under the staff supervision of the division Chief of Staff. The division
surgeon is responsible for the technical control of all medical activities in the command. He oversees and
coordinates CHS activities through the DSS. The division surgeon advises the division commander on all
medical or medical -related issues. The division surgeon’s responsibilities are the same as those identified
above except for—
• Briefing the division commander and/or his representative during all routine and emergency
division briefings on CHS operations. This is normally accomplished using the Combat Service Support
Control System (CSSCS).
• Monitoring the status of critical Class VIII items list and providing the G4 a list of medical
items that should be a part of the commander’s tracked items list.
• Developing the division’s CHS annex for all contingency plans. For CHS planning factors,
see FM 8-55.
• Ensuring that clear and accurate patient records are maintained of all clinical encounters for
supported/deployed personnel through the use of appropriate forms as directed by AR 40-66. See Appendix B
for management of individual health records in the field. Also, digital patient records at the division and
brigade level will be available through the fielding of Medical Communications for Combat Casualty Care
(MC4) and the Theater Medical Information Program (TMIP); see Chapter 3. For additional information
on the division surgeon, see FM 4-02.21.
2-6. Division Surgeon’s Section, F-Edition TOE (Force XXI/Digitized Division)
The DSS is normally located with the division main and consists of a medical plans and operations cell, a
CHL cell, a patient disposition and reports cell, and a PVNTMED cell. Figure 2-1 shows the typical
organization and staffing of the DSS.
a. Medical Plans and Operations Cell. The medical plans and operations cell is responsible for
coordinating, planning, synchronizing, rehearsing, and conducting CHS for the division. For definitive
information on the organization, functions, and operations of this section, see FM 4-02.21.
b. Combat Health Logistics Cell. The CHL cell is responsible for planning, coordinating, and
prioritizing CHL and medical equipment maintenance programs for the division. The CHL cell is staffed
with a health service materiel officer (HSMO). The HSMO (Major, AOC 70K67) works closely with the
DISCOM MMMB and medical logistics (MEDLOG) company. The HSMO coordinates and oversees the
CHL support for the division.
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Figure 2-1. Division surgeon ’s section.
c. Patient Disposition and Reports Cell. The patient disposition and reports cell is responsible
for coordinating patient disposition throughout the division. The branch obtains and coordinates disposition
of patients with the medical plans and operations cell and the corps medical regulating office(r) (MRO). It
prepares and forwards appropriate medical statistical reports as required. The patient disposition and reports
cell is staffed with a patient administration NCO and two patient administration specialists.
d. Preventive Medicine Cell. The division PVNTMED cell is responsible for—
• Supervising the command PVNTMED program, to include health assessment and medical
surveillance; see AR 40-5 and FM 4-02.17.
• Ensuring PVNTMED measures are implemented that protect division personnel against
food-, water-, and vectorborne diseases, as well as environmental injuries (for example, heat and cold
injuries).
• Monitor disease trends within the division.
The PVNTMED missions are accomplished according to the division CHS plan and coordinated by the
PVNTMED officer through the medical plans and operations cell with the DSMC and FSMCs. Division
PVNTMED personnel provide advice and consultation in the areas of environmental sanitation, epidemi-
ology, and entomology, as well as limited sanitary engineering services and pest management. Additional in-
formation pertaining to the PVNTMED personnel and their specific functions is discussed in FMs 4-02.17,
8-10, 8-10-1, and 8-10-3. The PVNTMED cell is staffed with a PVNTMED officer. The PVNTMED
officer (Major, AOC 60C00) is responsible for the implementation of the command PVNTMED program.
2-7. Corps Medical Assets in Support of Divisions
Corps medical units in GS and DS of the division are normally assigned to the corps medical command
(MEDCOM) or medical brigade. The MEDCOM/brigade will provide subordinate units to support the
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FM 4-02.4
division by establishing a command relationship of OPCON or attachment. The MEDCOM/brigade could
also choose to maintain only a support relationship of DS or GS to support the division. The division
surgeon and DSS (Force XXI) and the DMOC under Army of Excellence interface with corps medical units
according to the MEDCOM/brigade tactical standing operating procedures (TSOP). The DSS or DMOC
and other division staff elements must be prepared to integrate corps-level medical units/elements into the
medical, as well as the logistical, support structure. The MEDCOM/brigade will normally deploy a liaison
officer to the division to coordinate and synchronize corps CHS. Information concerning the organization,
functions, and responsibilities of the corps MEDCOM/brigade is found in FM 8-10.
a. Corps Medical Command and Medical Brigade. The corps MEDCOM and medical brigade
provide C2, including—
• Staff planning.
• Supervision of operations.
• Administration of the assigned and attached units.
b. Medical Logistics Battalion. The MEDLOG battalion is organic to the corps medical brigade.
The MEDLOG battalion provides C2 for assigned MEDLOG companies and the blood support detachment.
The MEDLOG battalion is responsible for receiving, storing, and distributing medical materiel; single and
multivision optical fabrication and repair; medical maintenance; blood and blood product collection,
manufacturing, and distribution; medical gas production and distribution; and building of medical
assemblages/push packages. The MEDLOG battalion will employ standard state-of-the-art MEDLOG
information management and communications systems, to include satellite links.
(1) Medical logistics company. The MEDLOG company provides Class VIII supplies, DS/
GS medical maintenance, and optical support. The MEDLOG company will use line-item requisitioning to
support customers and will have the capabilities of building and maintaining preconfigured push packages in
support of forward deployed medical units.
(2) Blood support detachment. The MEDLOG battalion’s blood support detachment serves
as the Army’s blood supply unit (BSU). Blood and blood products will be stored and distributed under rigid
specifications and managed by standard automated systems. Air movement will be the mode of choice for
transporting blood and blood products. Army blood support in the AO will be the responsibility of the
supporting MEDLOG battalion. The MEDLOG battalion’s blood support detachment will collect,
manufacture, receive, store, and distribute blood and blood products on an area basis.
c. Medical Evacuation Battalion. The headquarters and headquarters detachment, MEDEVAC
battalion serves as the central manager of ground and air evacuation assets in the corps. Its mission is to
provide C2 of ground and air MEDEVAC units within its AO. Information pertaining to the organization,
functions, and capabilities of this unit is discussed in FM 8-10-6; air ambulance operations in support of the
division are discussed in FMs 4-02.21, 8-10-3, and 8-10-26. A ground ambulance and one air ambulance
company are normally placed in support of a division. The air ambulance company provides aeromedical
evacuation on a DS basis. This company may be attached for support (less OPCON) to the division aviation
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FM 4-02.4
brigade. Air ambulances will operate from the DSA and BSA, providing 24-hour immediate response
MEDEVAC capability.
d. Medical Detachment, Combat Stress Control. The CSC detachment provides DS to a division’s
maneuver brigades and GS/reinforcing support to the DSA, including corps units in those areas. The de-
tachment must function with its elements widely dispersed, some working in and for the supported division
and others working in the corps. For definitive guidance on the medical detachment, CSC, see FM 8-51.
e. Veterinary Elements. The division will have corps veterinary team/personnel positioned at
Class I supply points. They may also be deployed to the division to monitor and evaluate zoonotic diseases
and environmental data, to include food exposed to NBC agents. Veterinary personnel will provide animal
care for military working dogs and may perform investigations and postmortem examination of reported
animal deaths. For additional information see FM 8-10-18.
f. Preventive Medicine Elements. Corps PVNTMED team/personnel may be deployed into the
division when requested to augment division PVNTMED sections. Corps PVNTMED personnel provide
advice and consultation in the areas of environmental sanitation, epidemiology, and entomology, as well as
sanitary engineering services and pest management. Additional information pertaining to corps PVNTMED
units and their specific functions is discussed in FM 4-02.17.
g. Dental Services. In planning the concept of operations, unit-level dental support is dependent
upon corps-level area dental support assets in numbers sufficient enough to support the manpower
requirement criteria for operational dental care. Unit dental support relies on corps-level area dental
support units for assistance in providing operational care. Modules of area dental support units also
augment or reconstitute unit dental elements when required. Corps-level dental units provide dental
modules to reinforce or reconstitute the division dental modules when necessary and to operate field dental
clinics. See FM 4-02.19 for definitive information on dental services.
Section II. DIVISION SUPPORT COMMAND MEDICAL
UNITS AND ELEMENTS
2-8. Division Support Command, L-Edition TOE (Army of Excellence/ AirLand Battle)
The DISCOM is organized to provide the maximum amount of CSS within prescribed strength limitations
while providing the most effective and responsive support to tactical units in a combat environment. In
order to provide responsive support to the tactical commander, logistics, medical, and personnel services
support must be effectively organized and positioned as far forward as necessary to support the tactical plan.
Division-level CHS for the Army of Excellence division is coordinated and provided by the DISCOM
medical elements listed below:
• Division medical operations center, DISCOM HHC, located in the DSA.
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• Main support battalion.
• Main support medical company, MSB, located in the DSA.
• Forward support battalion.
• Forward support medical company, FSB, located in the BSA.
a. Division Medical Operations Center. The DMOC’s mission is to plan, coordinate, and
synchronize the division’s CHS with technical medical advice from the division surgeon. The division
surgeon and the DMOC chief have joint responsibilities for CHS operations in the division. Their staff
positions in the division and DISCOM require a close working relationship and coordination of their CHS
activities. The DMOC staff is responsible to the DISCOM commander for staff supervision of CHS within
the DISCOM. The division surgeon and DMOC chief will develop operating procedures that will enhance
the flow of information and facilitate the synchronization of CHS operations within the division. It is
imperative that the division surgeon and the DMOC chief work as a team. Both share equal responsibility
for planning and overseeing CHS operations. The DMOC is responsible for monitoring CHS activities
within the division area and keeping the DISCOM commander informed of the status of CHS. The division
surgeon is informed of the DISCOM’s CHS status through reports prescribed by the TSOP. For definitive
information on the DMOC, see FMs 8-10-3 and 63-2.
b. Main Support Battalion. Information pertaining to the structure and operations of the MSB is
provided in FM 63-21. The DMOC will interface with elements of the MSB, as required and approved by
the DISCOM commander. The DMOC may interface with elements of the MSB through the DISCOM
support operations section. The interactions and coordination between the DMOC and the MSB are driven
by CHS requirements of the division and changes with the tactical situation. The chief, DMOC, and the
MSB commander must develop policies and procedures that clearly delineate responsibilities and coordi-
nation requirements for an effective working relationship. Tasking of the MSMC elements by the DISCOM
will be through command channels.
c. Main Support Medical Company. The MSMC provides division- and unit-level CHS and
medical staff advice and assistance on an area basis to units operating in the DSA. Combat health support
operations are coordinated by the DISCOM DMOC medical operations branch through technical channels.
The DISCOM will task elements of the MSMC through command channels to provide division-level CHS.
The interface between the MSMC and the DMOC is essential for providing required division CHS. For
definitive information of the MSMC, see FMs 8-10-1, 8-10-3, and 63-21.
d. Forward Support Battalion. The DMOC will interface with elements of the FSB as re-
quired and approved by the DISCOM commander. The DMOC may interface with elements of the FSB
through the DISCOM support operations section. This interface between the DMOC and elements
of the FSB is driven by CHS requirements in the forward areas. This information will assist the DMOC
in planning, coordinating, and managing division medical elements and resources in support of the battle.
Communications and coordination between elements of the DMOC and the FSB are essential for
successful accomplishment of the DMOC’s and FSB’s CHS mission. For additional information, see
FM 63-20.
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FM 4-02.4
e. Forward Support Medical Company. The FSMC provides CHS for the brigade as well as area
medical support for the brigade rear. Combat health support operations are coordinated by the FSMC
commander and the FSB HSSO. The DISCOM tasks elements of the FSMC through command channels to
provide division-level CHS. The FSMC commander positions are documented 05 A, AMEDD immaterial,
meaning any qualified AMEDD officer can assume command. When the FSMC commander is not a
physician, medical decisions and technical supervision of physicians is performed by the senior physician
assigned to the FSMC. The FSMC commander keeps the FSB commander informed on the CHS aspect of
FSB operations and the health of the command. He regularly attends FSB staff meetings to obtain
information to facilitate the execution of medical operations. He provides staff estimates and assists the FSB
and brigade staffs with development of the CHS plan. For additional information on the FSMC commander,
see FMs 8-10-1 and 63-20.
2-9. Division Support Command, F-Edition TOE (Force XXI/Digitized Division)
The DISCOM is a multifunctional organization capable of providing, coordinating, and synchronizing
logistical support to the division. The DISCOM’s mission of sustaining the divisions combat power is more
critical than ever. The DISCOM consists of an FSB, a division support battalion (DSB), a division aviation
support battalion, and the HHC. The DISCOM provides CSS for the division. It provides arming through
its Class V operations, fueling through Class III operations, repairing through its maintenance operations,
transportation through the truck company and the supply and transportation sections in the FSB, and
sustaining, through the provision of rations, individual equipment and medical support. The manning
function is provided by the personnel sections throughout the division. The DISCOM organization shown
in Figure 2-2 identifies DISCOM units in support of maneuver brigades and to the division.
x
Figure 2-2. Division support command organization, Force XXI.
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FM 4-02.4
Division support command medical assets are organic to all of the subordinate battalions except for the
division aviation support battalion (DASB). These medical assets include—
• Medical operations branch, DISCOM headquarters.
• Medical materiel management branch, DISCOM headquarters.
• Division support battalion, CHS cell.
• Division support medical company.
• Forward support battalion, CHS cell.
• Forward support medical company.
a. Medical Operations Branch ( Division Support Command Headquarters). The medical
operations branch is assigned to the distribution management center (DMC). The DMC has four branches—
plans branch, operations branch, procurement branch, and medical operations branch. The DMC provides
the division support operations the overall total asset visibility and the in-transit visibility of all commodities,
movements, and units within, assigned, or inbound to the division AO. The primary responsibility of the
medical operations branch is to assist with synchronization of the division CHS plan. The medical operations
branch works with the DSS and the DISCOM staff in assisting with the development of the division CHS
plan. This branch briefs the DISCOM commander and staff on CHS initiatives, as required. The medical
operations branch and the DSS plan and coordinate for the employment of division medical assets and
relocation of DISCOM CHS elements. The medical operations branch coordinates the CHS plan with
synchronization of the division CHS plan. This branch collects medical information of intelligence value
from reporting medical assets and forwards it to the appropriate division and DISCOM staff elements. The
medical operations branch coordinates the placement of DS corps medical assets with supported DISCOM
units, either in the DSA or BSA. The branch is responsible for—
• Briefing the DISCOM commander on the CHS planning and operations required.
• Providing current information that will assist the DSS with development of staff estimates
and the division CHS plan.
• Coordinating the attachment of corps medical units/elements with DISCOM units.
• Providing information to the DSS on the DISCOM commander’s intent for logistics and
CHS operations.
• Coordinating the division CHS plan with all DISCOM staff elements.
• Coordinating operations information with the DSS and making recommendations to
ensure synchronization of CHS activities in support of the division.
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FM 4-02.4
• Ensuring CHS information from the DSS is staffed to all DISCOM elements in a timely
manner.
• Coordinating with the BSS, as required, for synchronization of division CHS.
b. Medical Materiel Management Branch. The MMMB is assigned to the general supply office
(GSO). The GSO coordinates and supervises the supply management for water and Classes I, II, III(B), and
III(P) supplies and recommends priorities for the allocation and other controls of supplies. The MMMB
provides advice on the receipt, storage, and distribution of supplies within its area of responsibility. This
office consists of a Class I branch, Classes II/III(P)/IV branch. Class III and water supply branch. Class V
branch. Class VIII branch (MMMB), and Class IX branch. The MMMB manages the Class VIII supply
system in the division. The branch coordinates and recommends the prioritization of medical supplies and
blood products. It also coordinates for the disposition of captured enemy medical materiel. Under the
technical control of the HSMO of the DSS, the MMMB monitors and coordinates Class VIII resupply for
division medical units/elements. Using the CHL functional module of the TMIP/MC4 system, the Theater
Army Medical Management Information System (TAMMIS), Joint Total Asset Visibility, Transportation
Coordinators’ Automated Information for Movement System II, and/or other automated logistics manage-
ment systems, the MMMB manages all Class VIII requisitions submitted from the division to the supporting
MEDLOG company. The MMMB maintains a record of the requisition until it is filled. The MMMB
coordinates shortfalls in throughput distribution with the DSS and division support operation section. The
MMMB may update priorities with the MEDLOG company to correct deficiencies in the delivery system.
The MMMB provides Class VIII situational understanding to the DISCOM staff and the DSS according to
the TSOP. For definitive information on division Class VIII resupply operations, see FMs 4-02. 1, 4-02.21,
8-10-9, and 63-2-2. The MMMB, in coordination with the CHL cell of the DSS, manages the distribution
of blood and blood products for division medical units. It also coordinates through the DSS with the G5 for
disposition of captured enemy medical material.
c. Division Support Battalion Health Services Support Officer. The HSSO is assigned to the
command section and is the medical plans and operations officer. The HSSO coordinates internal medical
support. He coordinates the schedules, locations, and capabilities of medical support with the DSMC. He
prepares and provides an area medical plan to the subordinate units. The HSSO is also responsible for
coordinating the placement of supporting corps medical elements attached to the DSB within the battalion’s
assigned area of the DSA. For additional information on the DSB HSSO, see FM 63-23-2.
d. Division Support Medical Company. The DSMC has the overall mission of providing Echelons I
and II CHS to units located in the DSA and division rear areas. It provides C2 for organic elements and
attached medical units. The DSMC is dependent on appropriate elements of the corps and division
for patient evacuation (including air ambulance), CHS operations planning, guidance, legal, finance, and
personnel and administrative services. It is also dependent on the headquarters and headquarters detach-
ment of the DSB for food service and religious support. The DSMC is organized into a company
headquarters, a treatment platoon, an ambulance platoon, an optometry section, a PVNTMED section, and
a MH section.
e. Forward Support Battalion Combat Health Support Cell. The CHS cell is assigned to the
support operations section. It is staffed with a medical planner/HSSO who is the FSB commander’s special
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FM 4-02.4
staff officer for CHS and a member of the FSB battle staff and a medical operations NCO who is the
primary assistant to the HSSO. This cell is responsible for—
• Providing the CHS input for logistics preparation of the battlefield for the FSB.
• Providing the CHS estimates and medical threat input for inclusion in the FSB com-
mander’s estimate.
• Coordinating and synchronizing FSB medical operations for the supported brigade.
• Coordinating the delivery of Class VIII supplies via logistics packages (LOGPAC).
• Overseeing all FSB CHS planning activities to ensure such planning is synchronized
laterally and vertically.
• Developing the CHS portion of the FSB’s OPLAN in coordination with the FSB staff,
the FSMC commander, and the DISCOM medical operations branch.
• Coordinating the placement of supporting corps medical elements attached to the FSB
within the BSA. Identifying CHS support requirements for the BSA including space requirements for the
FST (tents, equipment, vehicles, and trailers), the forward support MEDEVAC team (FSMT) (includes fuel
truck and forward area refueling equipment [FARE], aircraft parking, tents for billeting), and the supporting
corps ground ambulance teams and ambulances.
• Coordinating communications access for supporting corps elements as required.
• Coordinating through the BSS with the brigade S3 (Air) for current Army airspace
command and control (A2C2) information that is provided to the FSMT crews. Also provides a copy of the
brigade OPORD/OPLAN A2C2 annex that provides the air corridors for medical evacuation.
• Coordinating CHS taskings from the DISCOM medical operations branch with the FSB
staff and the FSMC commander. Tasking may include area medical/dental, PVNTMED, CSC, and CHS
reinforcement, or reconstitution support.
• Coordinating for the training and use of nonmedical personnel for patient decontamination
in the event of an NBC or weapons of mass destruction attack. (See FM 8-10-7.)
• Coordinating and synchronizing CHS requirements with the BSS and the DISCOM
medical operations branch.
• Monitoring the status of the FSB and brigade medical elements via the medical situational
reporting on Force XXI Battle Command Brigade and Below (FBCB2).
• Monitoring the status of division medical units/elements via medical reporting on CSSCS.
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FM 4-02.4
• Advising the FSB commander on CHS operations in the BSA and brigade rear.
• Maintaining situational understanding of lateral and supporting medical units.
• Submitting and forwarding status reports in accordance with DISCOM and brigade
TSOP.
f Forward Support Medical Company. The FSMC has the overall mission of providing Echelon I
and Echelon II CHS on a DS basis for the supported maneuver brigade. It provides C2 for organic elements
and attached medical units. The FSMC is dependent on appropriate elements of the corps, division,
brigade, and FSB for patient evacuation (including air ambulance), CHS operations planning and guidance,
and for legal, finance, and personnel and administrative services. It is also dependent on the head-
quarters and distribution company of the FSB for food service and religious support and the base support
company for maintenance. The FSMC is organized into a company headquarters, a treatment platoon, an
ambulance platoon, a PVNTMED section, and a MH section (see Figure 2-3). For more detailed information
on the operations and functions of the medical company, see FM 8-10-1. The FSMC performs these
functions:
• Treatment of patients with DNBI, battle fatigue (BF), and trauma injuries. It provides
routine sick call, triage of mass casualties, ATM, surgical resuscitation/stabilization (when the FST from
the corps is deployed/collocated with the FSMC), and preparation of patients incapable of returning to duty
for further evacuation.
• Ground ambulance evacuation for patients from BAS and designated casualty collection
points (CCP).
• Operational dental care (emergency and essential dental care).
• Class VIII resupply and medical equipment maintenance for supported units.
• Medical laboratory and radiology services commensurate with Echelon II/division-level
treatment.
• Outpatient consultation services for patients referred from unit-level MTF.
• Patient holding for up to 40 patients able to RTD within 72 hours.
• Limited reinforcement and augmentation to supported maneuver battalion medical
platoons.
• Coordination with the UMT for required religious support.
• Preventive medicine consultation and support.
• Combat stress control, to include management of BF and stress-related casualties.
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FM 4-02.4
Figure 2-3. Forward support medical company.
Section III. BRIGADE HEADQUARTERS MEDICAL ASSETS
2-10. Brigade Surgeon, F-Edition TOE (Force XXI Digitized Division)
The brigade surgeon is an MC officer (Major, AOC 62B00). He is a special staff officer who plans and
coordinates brigade CHS activities with the brigade staff. The brigade surgeon is assigned to the HHC of
the maneuver brigade. The surgeon is responsible for the technical control of all medical activities in
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FM 4-02.4
the command. The brigade surgeon oversees and coordinates CHS activities through the BSS and the
brigade S3. The brigade surgeon keeps the brigade commander informed on the status of CHS for brigade
operations and the health of the command. He provides input and obtains information to facilitate medical
planning. His specific duties in this area include—
• Ensuring implementation of the CHS section of the brigade TSOP.
• Determining the allocation of medical resources within the brigade.
• Supervising technical training of medical personnel and the CLS program within the brigade.
• Determining procedures, techniques, and limitations in the conduct of routine medical care,
emergency medical treatment (EMT), and ATM.
• Monitoring aeromedical and ground ambulance evacuation.
• Monitoring the implementation of automated medical systems.
• Informing the division surgeon on the brigade’s CHS situation.
• Monitoring the health of the command and advising the commander on measures to counter
disease and injury threats.
• Exercising technical supervision of subordinate battalion surgeons and PAs.
• Providing consultation and mentoring for subordinate battalion surgeons, physicians, and PAs.
• Providing the medical estimate and medical threat for inclusion in the commander’s estimate.
• Monitoring the command PVNTMED program (includes health assessment and medical
surveillance); see AR 40-5 and FM 4-02.17.
• Ensuring field health records are maintained by primary care providers according to AR 40-66.
2-11. Brigade Surgeon’s Section, F-Edition TOE (Force XXI/Digitized Division)
The BSS is assigned to the HHC of the brigade and operates out of the brigade TOC. The section, in
coordination with the HSSO of the FSB support operations section and the FSMC commander, is responsible
for the development of the medical portion of the brigade OPLAN/OPORD and takes part in the brigade
planning process. The BSS staff is responsible to the brigade commander for staff supervision of CHS
within the brigade. The BSS is also responsible for coordinating GS and DS relationships of organic
medical units and medical units/elements whether under OPCON or attached to the brigade. The brigade
commander is updated as required on the status of CHS in the brigade. Figure 2-4 shows the typical
organization and staffing of the BSS. It consists of a medical plans and operations cell and a patient
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FM 4-02.4
disposition and reports cell. The staff of the BSS assists the brigade surgeon in planning and conducting
brigade CHS operations.
Figure 2-4. Brigade surgeon ’s section.
2-12. Brigade Surgeons, L-Edition TOE (Army of Excellence/ AirLand Battle)
The FSMC commander positions are documented 05A, AMEDD immaterial, meaning any qualified
AMEDD officer can assume command. When the FSMC commander is not a physician, medical decisions
and technical supervision of physicians is performed by the senior physician/treatment platoon leader.
When a brigade surgeon is not assigned to the brigade headquarters, the treatment platoon leader, who is
always a physician, will perform the brigade surgeon’s duties. His duties and responsibilities as the brigade
surgeon require that he work closely with the FSMC commander and include, but are not limited to—
• Ensuring the implementation of the CHS section of the division TSOP.
• Determining the allocation of CHS resources within the brigade.
• Supervising the technical training of medical personnel and the CLS program within the
brigade.
• Developing and monitoring the MEDEVAC plan (ground and air) which supports the brigade’s
maneuver plan.
• Writing the CHS portion of brigade TSOP, OPLAN, and OPORD.
• Monitoring requests for aeromedical evacuation from supported units.
• Monitoring the health of the command and advising the commander on measures to counter
the medical threat.
• Monitoring and advising units on their mild to moderate BF cases and determining the
capability to restore BF casualties within the brigade’s AO.
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FM 4-02.4
• Informing the division surgeon and the DMOC of the brigade’s CHS situation.
• Supervising corps medical elements within the brigade’s AO when directed.
• Exercising technical control over subordinate battalion surgeons.
• Assuming technical supervision of PAs organic to subordinate units in the absence of their
assigned physicians.
• Advising PAs assigned to artillery and engineer battalions, as required.
2-13. Armored Cavalry Regiment and Separate Brigade Surgeons (Army of Excellence)
The duties of the regimental surgeon and the separate brigade surgeon are the same as those identified in
paragraph 2-10.
2-14. Armored Cavalry Regiment Medical Troop
The mission of the ACR medical troop is to provide Echelons I and II medical care within the ACR. The
capabilities of this unit are to—
• Provide C2 of attached medical elements (including CHS planning; policies and procedures;
support operations; and MEDEVAC coordination for movement of patients within and out of the regiment
AO).
• Advise the regiment commander and support squadron commander on the health of the
command and other CHS activities affecting the regiment.
• Develop, prepare, and coordinate the CHS portion of OPLAN and OPORD.
• Allocate medical resources (personnel and equipment) to all assigned and attached units of the
regiment.
• Perform triage, initial resuscitation and stabilization, and preparation for further evacuation of
patients generated in the regiment rear area.
• Provide ground evacuation for patients from Echelon I MTFs.
• Employ treatment squads to perform reinforcement/augmentation to maneuver squadrons’
medical platoons. (These squads/teams are routinely placed OPCON to supported maneuver squadrons.
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FM 4-02.4
They are normally attached to the squadron medical platoon under technical control of the squadron
surgeon.)
• Provide CHL and medical equipment maintenance repair parts and support to the regiment on
an area support basis. (The regiment medical supply section maintains a 5-day stock of emergency push
packages and individual medical items. Emergency supply requests are sent to the supporting MEDLOG
battalion or the nearest medical unit.)
• Provide dental support (including treatment of maxillofacial injuries; operational dental care
that includes emergency and essential dental treatment).
• Provide laboratory service commensurate with the regiment’s Echelon II facility.
• Perform patient holding for up to 40 patients awaiting evacuation or RTD within 72 hours.
• Provide outpatient consultation services for patients referred from Echelon I MTFs.
Section IV. MEDICAL PLATOONS
(ARMY OF EXCELLENCE/AIRLAND BATTLE)
2-15. Assignment
A medical platoon is organic to each combat battalion HHC. Under the Army of Excellence TOE,
the platoon is organized with a headquarters section, a treatment squad (two treatment teams), an ambulance
squad, and a combat medic section. The medical platoon is organized as shown in Figures 2-5
and 2-6.
NOTE
Mechanized infantry and armor units have four ambulance squads
consisting of two ambulance teams each assigned to their medical
platoon ambulance squads. Airborne and air assault medical platoons
have 12 trauma specialists assigned to their combat medic section,
while light infantry has 9 trauma specialists assigned to their combat
medic sections. The armor medical platoons have 3 trauma specialists
assigned to their combat medic section and the mechanized infantry
medical platoons have 3 health care SGTs (91W30) and 9 trauma
specialists (91W10) assigned to their combat medic section.
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FM 4-02.4
* ALSO BATTALION SURGEON
** ALSO SERVES AS AMBULANCE SECTION SGT
*** 4 AMBULANCE TEAMS
**** AIRBORNE BATTALIONS HAVE 12 TRAUMA SPECIALISTS ASSIGNED TO THE COMBAT
MEDIC SECTION AND AIR ASSAULT BATTALIONS HAVE 10 TRAUMA SPECIALISTS ASSIGNED
TO THE COMBAT MEDIC SECTION
“A” ALFA TREATMENT TEAM
“B” BRAVO TREATMENT TEAM
Figure 2-5. Medical platoon, headquarters and headquarters company light infantry battalion.
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FM 4-02.4
* ALSO BATTALION SURGEON
** ALSO SERVES AS AMBULANCE SECTION SGT
*** MECHANIZED INFANTRY BATTALIONS HAVE 3 AMBULANCE SQUADS AND ARMOR BATTALIONS
HAVE 4 AMBULANCE SQUADS
“A” ALFA TREATMENT TEAM
“B” BRAVO TREATMENT TEAM
Figure 2-6. Medical platoon, mechanized infantry battalion.
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FM 4-02.4
2-16. Battalion Surgeon/Medical Platoon Leader, L-Edition TOE
The battalion surgeon/medical platoon leader (MC, AOC 62B00) is the medical advisor to the battalion
commander and his staff. He is the supervising physician (operational medicine officer) of the medical
platoon treatment squad. This officer is responsible for all medical treatment provided by the platoon. His
responsibilities include—
• Planning and directing Echelon I CHS for the battalion.
• Advising the battalion commander and his staff on the status of the health of the command.
• Supervising the administration, discipline, maintenance of equipment, supply functions, organi-
zational training, and employment of assigned or attached personnel.
• Examining, diagnosing, treating, and prescribing courses of treatment for patients, to include
ATM.
• Coordinating the establishment and training of nonmedical personnel for patient decontami-
nation teams.
• Training CLS.
• Supervising the battalion MH/CSC program, to include training troop leaders in the preventive
aspect of stress on soldiers.
• Supporting humanitarian assistance programs when directed.
• Overseeing the common task training, continuing medical education, and clinical training of
subordinate medical personnel.
• Monitoring the command PVNTMED program, to include health assessment and medical
surveillance; see AR 40-5 and FM 4-02.17.
• Ensuring field health records are maintained by primary care providers according to AR 40-66.
2-17. Platoon Headquarters, L-Edition TOE
a. The headquarters section, under the direction of the battalion surgeon/medical platoon leader,
provides for the C3 and resupply for the platoon. The platoon headquarters is manned by the field medical
assistant and the platoon SGT. It is normally collocated with the treatment squad to form the BAS. The CP
includes the plans and operations functions performed by the field medical assistant. The platoon has access
to the battalion wire communication network for communications with all major elements of the battalion
and with supporting units. Wireless communications for this section consists of a tactical FM radio
mounted in die platoon headquarters vehicle. The medical platoon employs an FM radio network for CHS
operations (Figure 2-7). The headquarters section serves as the net control station (NCS) for the platoon.
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FM 4-02.4
b. The field medical assistant, an MS Corps officer, is the operations/readiness officer for the
platoon. He is the principal assistant to the battalion surgeon/medical platoon leader for operations,
administration, and logistics. The field medical assistant coordinates CHS operations with the battalion S3
and S4 and coordinates patient evacuation with the FSMC.
c. The platoon SGT assists the platoon leader and supervises the operations of the platoon. He
also serves as the ambulance section SGT. This NCO prepares reports; requests general supplies as well as
medical supplies; advises on supply economy procedures; and maintains authorized stockage levels (ASL)
of expendable supplies. He supervises the activities and functions of the ambulance section, to include
operator maintenance of ambulances and equipment; OPSEC; and EMT.
Figure 2-7. Medical platoon operations net.
d. The PA performs general technical health care and administrative duties. The PA is ATM-
qualified and works under the clinical supervision of the medical officer. This officer serves as the medical
platoon leader in the absence of an assigned physician. He performs the following duties:
• Establishes and operates a BAS or BAS minus (one treatment team).
• Treats, within his ability, sick or injured patients. He refers those patients requiring
treatment beyond his capability to the supervising physician.
• Provides initial resuscitation to wounded personnel, as required.
• Conducts training for battalion personnel in first aid procedures (self-aid/buddy aid),
CLS, field sanitation, evacuation of the sick, injured, and wounded, and the medical aspects of injury
prevention. For additional information on the CLS Program, see Appendix C.
• Assists in the conduct of the battalion preventive psychiatry program, to include training
troop leaders in the preventive aspects of stress on soldiers.
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FM 4-02.4
• Trains medical personnel in emergency medical procedures and, in the absence of a
physician, ensures common task training, continuing medical education, and clinical training of subordinate
medical personnel.
2-18. Treatment Squad, L-Edition TOE
The treatment squad is the basic medical treatment element of the BAS. It provides routine sick call
services, emergency medical care, triage, and ATM. This squad is staffed with an operational medicine
officer (primary care physician/battalion surgeon), a PA, two health care SGTs, and four health care
specialists. The squad’s physician and PA are trained in ATM procedures.
2-19. Battalion Aid Station/Treatment Squad Operations, L-Edition TOE
Battalion aid station is the generic term used in designating the unit-level/Echelon I MTF.
a. The treatment squad can split into two treatment teams and operate as two separate aid stations
(BAS minus), normally not to exceed 24 hours. In continuous operations, when operating for longer
periods, personnel efficiency and unit capability will tend to deteriorate. Each team employs treatment
vehicle(s) with two medical equipment sets (MES)— one trauma field MES, and one sick call field MES.
b. For communications, each treatment team uses an FM tactical radio and is deployed in the
medical platoon’s operations net. However, under certain tactical conditions, the battalion S4 may require
BAS elements to use the S4 net.
c. The BAS is under the tactical control of the battalion S4 and is normally deployed in the
vicinity of combat trains (see Figures 2-8 and 2-9 for suggested layout of a BAS). To reduce ambulance
turnaround time in providing ATM to patients within 30 minutes of wounding, the BAS may split and place
its treatment teams as close to maneuvering companies as tactically feasible. The battalion S4 closely
coordinates locations for forward positioning CSS elements (including medical treatment elements) with the
battalion S3. This is to ensure that the location of these elements is known by commanders of maneuvering
forces. Coordination ensures that CSS elements are not placed in the way of friendly maneuvering forces,
in line of fires, or in areas subject to be overrun by rapidly advancing enemy forces. Treatment teams
situated close to (within 1,000 meters of) maneuvering companies in contact must be prepared to withdraw
to preplanned, alternate positions on short notice.
d. When maneuvering companies anticipate large numbers of casualties, augmentation of the
medical platoon with one or more treatment teams from the FSMC should be made. Augmenting treatment
teams are under the tactical control of the battalion S4; but are under the OPCON of the battalion surgeon/
medical platoon leader. A suggested scheme of employment is to place a team in close support of each
maneuvering company while locating one treatment team in the combat trains. Medical treatment facilities
should not be placed near targets of opportunity such as ammunition, petroleum, oils and lubricants (POL),
distribution points, or other targets that may be considered lucrative by the opposing force. Considerations
for the location of the BAS should include—
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FM 4-02.4
• Tactical situation/commander’s plan.
• Expected areas of high casualty density.
• Security.
• Protection afforded by defilade.
• Convergence of lines of drift.
• Evacuation time and distance.
• Accessible evacuation routes.
HELICOPTER
DS AMBULANCES LANDING SITE
DELAYED IMMEDIATE MINIMAL
TRIAGE AREA
PATIENT DROP-OFF POINT
NOTE: A PATIENT DECONTAMINATION SITE MUST BE IDENTIFIED. SEE FM 8-10-7.
Figure 2-8. Layout of a battalion aid station (heavy).
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FM 4-02.4
HELICOPTER
DS AMBULANCES LANDING SITE
ROUTINE PRIORITY URGENT
DELAYED IMMEDIATE MINIMAL
TRIAGE AREA
PATIENT DROP-OFF POINT
Figure 2-9. Layout of a battalion aid station (light).
• Avoidance of likely target areas such as bridges, fording locations, road junctions, and
firing positions.
• Solid ground with good drainage.
• Near an open area suitable for helicopter landing.
• Available communication means.
• Additional space near this site for establishing a patient decontamination site if required.
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FM 4-02.4
e. At the BAS, patients requiring further evacuation to the rear are stabilized for movement.
Constant efforts are made to prevent unnecessary evacuation; patients with minor wounds or illnesses are
treated and RTD as soon as possible. Other functions of the BAS include—
• Receiving and recording patients.
• Notifying the SI of all patients processed through the BAS, giving identification and
disposition of patients.
• Preparing Field Medical Cards (FMC) (Department of Defense [DD] Form 1380), as
required. See FM 8-10-6 for information on completion and disposition of the form.
• Verifying information contained on the FMC of each patient evacuated to the BAS.
• Requesting and monitoring MEDEVAC of patients.
• Monitoring personnel, when necessary, for NBC contamination prior to medical
treatment.
• Supervising patient decontamination and treating NBC patients (refer to FMs 8-10-7,
4-02.283, 8-284, and 8-285).
NOTE
Patient decontamination is performed by a pretrained team. This team
is composed of eight nonmedical personnel from supported units
working under the supervision of medical personnel. Patient decon-
tamination teams perform best when they train and exercise their
skills with the supporting BAS.
/. Medical evacuation from the BAS is performed by ground ambulances from the FSMC and by
corps air ambulance teams.
g. Patient holding and food service is not available at the BAS. Therefore, only procedures
necessary to preserve life or limb, or enable a patient to be moved safely, are performed at the BAS.
h. Ammunition and individual weapons belonging to patients evacuated from the BAS are disposed
of as directed by command standing operating procedures (SOP)/policy. All excess equipment collected at
the BAS is disposed of by the battalion S4 or as directed by command SOP.
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FM 4-02.4
NOTE
Patients will always retain their protective mask when evacuated to
the next echelon of care, as long as they are in the combat zone.
Based on the threat, they may retain the protective mask until
evacuated out of the theater.
i. Patients requiring dental treatment are provided relief for dental pain, if required, then
evacuated to the supporting medical company where operational dental care (emergency and essential dental
treatment) is provided.
j. Patients requiring optometry services initially report to the BAS. For those patients requiring
only routine replacement of spectacles, necessary information is obtained from the individual and forwarded
to the division optometry section. The required spectacles are fabricated and forwarded to the BAS for
issue to the patient. For optometry services other than routine repair or replacement of spectacles, patients
are transported to the optometry section, MSMC, located in the DSA.
2-20. Combat Medic Section, L-Edition TOE
To foster good interpersonal relations and morale of combat troops, every effort should be made to attach
the same trauma specialists to the same unit they habitually support each time the unit deploys. However,
during lulls in combat operations, they should return to the medical platoon for consultation and proficiency
training. Functions of trauma specialists are as follows:
• Performs triage and EMT for the sick and wounded.
• Arranges MEDEVAC for litter patients and directs ambulatory patients to CCP or to the
BAS.
• Initiates a FMC for the sick and wounded and, as time permits, prepares a FMC on deceased
personnel.
• Screens, evaluates, and treats, within his capabilities, those patients suffering minor illnesses
and injuries.
• Keeps the company commander and the battalion surgeon/medical platoon leader informed on
matters pertaining to the health and welfare of the troops.
• Manages Class VIII resupply for the unit’s CLS.
• Maintains sufficient quantities of medical supplies to support the tactical situation.
• Serves as a member of the unit field sanitation team. In this capacity, he advises the
commander and supervises unit personnel on matters of personal hygiene and field sanitation (FM 21-10-1).
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FM 4-02.4
2-21. Ambulance Squads, L-Edition TOE
a. Medical platoon ambulance squads provide evacuation within the battalion. Ambulance teams
provide medical evacuation and en route care from the soldier’s point of injury or a CCP to the BAS. In
mass casualty situations, nonmedical vehicles may be used to assist in casualty evacuation (CASEVAC) as
directed by the commander. Plans for the use of nonmedical vehicles to perform CASEVAC should be
included in the battalion’s TSOP.
b. Under the modular medical system, the ambulance squad consists of two ambulance teams.
(1) The emergency care SGT—
• Performs triage and EMT procedures in the care and management of trauma
patients.
• Assists in the care and management of BF patients.
• Prepares patient for movement.
• Provides patient care en route.
• Maintains contact with supported units.
• Collects casualties.
• Performs NBC detection procedures.
(2) The ambulance/aide driver is trained in EMT procedures. He operates and maintains the
ambulance and all onboard equipment. He assists the aide/evacuation NCO in the care and handling of
patients.
c. Specific duties of the ambulance team are to—
• Maintain contact with supported elements.
• Find and collect the wounded.
• Administer EMT as required.
• Initiate or complete the FMC.
• Evacuate litter patients to the BAS.
• Direct or guide ambulatory patients to the BAS.
• Perform triage when necessary.
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FM 4-02.4
• Provide Class VIII resupply to trauma specialists.
• Serve as messengers within medical channels.
• Maintain operational readiness of assigned vehicle.
d. The number of ambulance squads in a section varies and is based on the type of parent
organization. The infantry, airborne, and air assault maneuver battalions’ ambulance sections have two
ambulance squads; each is equipped with HMMWV ambulances. The mechanized infantry and the armored
battalions ambulance sections have four ambulance squads equipped with M-113 tracked ambulances.
2-22. Employment and Functions of the Ambulance Team, L-Edition TOE
a. The ambulance team is a mobile trauma specialist team. Its function is to collect, treat, and
evacuate the sick and wounded to the nearest treatment station or ambulance exchange point (AXP). For
communications, the ambulance team employs an FM tactical radio mounted on its assigned ambulance.
The team uses the medical platoon’s internal operations net; however, in certain circumstances it may
operate in the battalion administration/logistics net or as established by the battalion signal operating
instructions (SOI).
b. In the heavy maneuver battalions, the track ambulance team routinely deploys with the
maneuver company trains; however, it operates as far forward as the tactical situation permits and evacuates
patients from the point of injury, if possible. In the light maneuver battalion, the wheeled ambulance team is
either dispatched from the BAS, pre-positioned as close to the supported units as the tactical situation
permits, or positioned with the maneuver company trains. Ambulance teams operating in a company’s AO
are normally under the tactical control of the company XO or 1SG, but remain under the technical and
OPCON of the medical platoon. An ambulance team from the BAS will habitually support the same
company. To become familiar with the specific terrain and battlefield situation, the team maintains contact
with the company during most combat operations.
c. During static situations where the company is not in enemy contact or is in reserve, the team
returns to the BAS to serve as backup support for other elements in contact. However, during movement to
contact, the ambulance team immediately deploys to its regularly supported company. During combat
operations, the team may dismount (leaving the ambulance in the company trains area), find, treat, and
move patients to safety, and later evacuate them to the BAS. When moving patients to the ambulance
location, CCP, or company aid post, the team is normally assisted by nonmedical personnel.
2-23. Medical Evacuation, L-Edition TOE
a. Optimum patient care and treatment is dependent upon an evacuation system that provides a
continuous movement of patients. Medical evacuation is the process of moving patients from the point of
injury or illness to an MTF, while providing en route medical care, or between MTFs. Each stop in the
process is to provide medical treatment to enhance the patient’s early RTD or to stabilize him for further
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FM 4-02.4
evacuation. The responsibility for patient evacuation rests with the echelon of CHS to which the patient is
to be evacuated (see Figure 2-10). Ambulances go forward, pick up patients, and move them to the
supporting MTFs.
(1) Ambulance teams of the medical platoon evacuate patients from the company aid post or
CCP to the BAS.
(2) Ambulance squads of the FSMC evacuate patients from the BAS to the division clearing
station.
Figure 2-10. Patient evacuation flow.
b. An ambulance shuttle system may be set up between the FSMC division clearing station and
the BAS. An AXP is established (Figure 2-11) so that ambulances are moving forward as others move
rearward; thus enabling a continuous rearward evacuation flow, while decreasing ambulance turnaround
time. Patients are evacuated no further to the rear than their conditions require.
c. Aeromedical evacuation in the combat zone should be used to the maximum extent possible for
critically ill or wounded patients. See FMs 8-10-6 and 8-10-26 for additional information on aeromedical
evacuation. Refer to FM 8-10-6 for MEDEVAC request procedures. Normally, ground ambulances are
used to evacuate the minimally ill or wounded and those patients who cannot be evacuated by air. The
specific mode of evacuation is determined by the patient’s condition, aircraft/vehicle availability, the
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FM 4-02.4
tactical situation, and weather conditions (METT-TC factors). When both air and ground ambulances are
used, specific factors are considered in determining which patients are to be evacuated by air and which are
to be evacuated by ground ambulances (see FM 8-10-6). Normally, the physician or PA treating the patient
(or the senior trauma specialist in their absence) makes this determination; it is based on the medical
condition of the patient. However, the goal is to get the trauma patient to the initial treatment/ ATM element
within 30 minutes of wounding.
XX DIV AMBULANCES
II BN AMBULANCES
AXP AMBULANCE EXCHANGE POINT
BAS (-) BATTALION AID STATION IN SPLIT-BASED OPERATION
CLR DIVISION CLEARING STATION
Figure 2-11. Ground ambulance shuttle system.
2-24. Evacuation and Disposition of Remains
a. The transportation and disposition of remains is a Quartermaster function. Air and ground
ambulance personnel do not clear the battlefield of remains nor do they carry remains in their dedicated
medical vehicles or aircraft. Medical units do not accept remains or provide temporary morgues in which
to hold remains for other units. Other units are responsible for evacuation of remains to mortuary affairs
collection points.
b. The only remains that medical units/elements handle are those of its own unit members or of
patients who are dead on arrival (DO A) or who died of wounds (DOW) while in their care. Whenever a
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FM 4-02.4
medical unit/element establishes a temporary morgue, it should be out of sight of the triage and treatment
areas. The temporary morgue/holding area can be established behind a natural barrier, such as a stand of
trees or it can be shielded from the view of others by using either tents or tarpaulins.
2-25. Class VIII Resupply, L-Edition TOE
a. The medical platoon maintains a 2-day (48-hour) stockage of Class VIII supplies within its
MES. The following MES are authorized for the medical platoon treatment section and they include—
• Chemical Agent Patient Decontamination, National Stock Number (NSN) 6545-01-176-
4612 (1).
• Chemical Agent Patient Treatment, NSN 6545-01-141-9469 (2).
• Sick Call Field, NSN 6545-01-228-1886 *(2).
• Trauma Field, NSN 6545-0 1-228-1 667 *(2) .
* Indicates the numbers of MES authorized for each treatment team.
Normal medical resupply of the platoon is performed by the DMSO through LOGPACs, backhaul, or in
coordination with the movement control office(r) (MCO). Medical resupply may also be by preconfigured
Class VIII packages (push packages) throughput from the MEDLOG battalion located in the corps support
area (Figure 2-12).
MAIN BATTLE AREA
CORPS
XXX
1
t
BSA & BN
FIELD TRAINS
BN CBT TRAINS
EMERGENCY RESUPPLY VIA AIR AND
GROUND AMBULANCE BACKHAUL
f
V
CLASS
VIII
T
1
1
FSMC
it
4
|
1
BAS
it
THROUGHPUT BY MEDLOG BN VIA
COSCOM MMC/DISCOM S&T
i r
X v
X x
I I
ROUTINE SUPPLY RUN
VIA LOGPAC& MED PLT VEH
TRAUMA
SPECIALIST
0
AMB
TEAM
MED PLT
AMB
F
L
O
T
>
)
)
)
)
>
)
>
>
)
Figure 2-12. Flow of Class VIII supplies.
2-35
FM 4-02.4
b. In a tactical environment, the emergency medical resupply (ambulance backhaul) system is
used. In this environment, medical supplies are obtained informally and as rapidly as possible, using any
available medical transportation assets. The medical platoon submits supply requests to the supporting
FSMC, who in turn fills requests and ships supplies forward. Request for items not available at the FSMC
are forwarded to the DMSO; the request is filled from division stocks and shipped to the requestor by the
most expedient means available. Air ambulances from corps and ground ambulances from the DISCOM
transport medical supplies directly to BAS. Class VIII resupply of trauma specialists are performed by
ambulances of the medical platoon. The trauma specialist can also be resupplied from the ambulance crew
from supplies onboard the ambulance.
Section V. MEDICAL PLATOONS, FORCE XXI/DIGITIZED DIVISION
2-26. Medical Platoon Assignment, F-Edition TOE
The medical platoon is organic to all maneuver battalions. In the armored battalions and mechanized
infantry battalions, the platoon is organized with a headquarters section, a treatment section, ambulance
squads, and a combat medic section.
NOTE
1. One 91W10 per armor company and one 91W30 and three
91W10s per mechanized infantry company.
2. One ambulance team per maneuver company supported.
The medical platoon receives Echelon II CHS from the supporting FSMC.
2-27. Platoon Headquarters, F-Edition TOE
The headquarters section, under the direction of the platoon leader, provides the C3 and logistics for the
platoon. The platoon headquarters is manned by the field medical assistant and the platoon SGT. It is
normally collocated with a treatment team/squad to form the BAS. The CP includes the plans and
operations functions performed by the field medical assistant. The platoon has access to the HHC and the
maneuver battalion wire communication network for communications with all major elements of supported
and supporting units. Wireless communications for this section consists of a tactical FM radio mounted in
the platoon headquarters vehicle. The medical platoon employs an FM radio network for CHS operations,
to include telemedicine and teleconsultation procedures. The headquarters section serves as the NCS for the
platoon. Each of the medical platoon vehicles have CSS functions for the FBCB2 system. The FBCB2 is a
hardware/software suite that digitizes C2 at brigade level and below. The FBCB2 concept provides a
seamless battle command capability for performance of missions throughout the operational continuum at
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FM 4-02.4
the tactical level. The FBCB2 is the implementation of information age technology to provide increased
battlefield operational capabilities. The system, positioned on the ambulance and treatment vehicles, will
perform combat, CS, and CSS functions for the planning and execution of operations. The FBCB2
represents a major paradigm shift for the CSS and CHS communities. For the first time, the CSS
organizations are digitally linked to the platforms and organizations that they support and the CHS elements
are digitally linked to brigade and FSB medical elements. The FBCB2 provides a common operations
picture enabling CHS and CSS providers to maintain the operational tempo set by maneuver commanders
and to have near-time situational understanding of what is taking place on the battlefield.
2-28. Battalion Surgeon/Medical Platoon Leader, F-Edition TOE
The battalion surgeon/medical platoon leader (MC, AOC 62B) is a working physician on Treatment Team
“Alpha.” He is the medical advisor to the supported battalion commander and his staff. He is also the
supervising physician (field surgeon) of the medical platoon’s treatment teams. This officer is responsible
for all medical treatment provided by the platoon. His responsibilities include—
• Planning and directing CHS for the supported maneuver battalion.
• Advising the supported maneuver battalion commander and his staff on CHS operations and
the medical threat.
• Supervising the administration, discipline, maintenance of equipment, supply functions,
organizational training, and employment of assigned or attached personnel.
• Examining, diagnosing, and treating (or prescribing courses of treatment) for patients, to
include telementoring (TMEN) and ATM.
• Training CLS.
• Supervising the battalion CSC program, to include individual and leader training on the
prevention of BF and other stress-related conditions.
• Planning and conducting humanitarian assistance programs when directed.
• Coordinating the medical evacuation of patients, as required.
The field medical assistant, an MS officer, is the operations/readiness officer for the platoon. He is the
principal assistant to the platoon leader for operations, administration, and logistics. The field medical
assistant coordinates CHS operations with the forward support company (FSC) support operations, the
supported TF SI and S4, and MEDEVAC with the FSMC. The platoon SGT assists in supervising the
operations of the platoon. He also serves as the ambulance section SGT. Physician assistants are assigned
to the Bravo and Charlie treatment teams. The PA (AOC 65D) performs general technical health care and
administrative duties. He is ATM -qualified and works under the clinical supervision of the medical officer.
The PA performs the following duties:
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FM 4-02.4
• Establishes and conducts treatment team operations when deployed to other locations away
from the BAS.
• Treats, within his ability, sick or injured patients. He refers those patients requiring treatment
beyond his capability to the supervising physician.
• Provides ATM for wounded and injured patients.
• Provides medical treatment for DNBI patients.
• Conducts training for battalion personnel in first-aid procedures (self-aid, buddy aid, and
CLS), field sanitation, evacuation of the sick and wounded, and the medical aspects of injury prevention.
• Assists in the conduct of the battalion CSC program, to include individual and leader training
on the prevention of BF and other stress-related conditions.
• Trains medical personnel in EMT procedures.
2-29. Treatment Section, F-Edition TOE
The three treatment teams (Teams Alpha, Bravo, and Charlie) are the basic medical treatment elements of
the BAS. They provide Echelon I medical care and treatment. This includes sick call, EMT, ATM, and
triage for the management of mass casualty situations. Each treatment team is staffed with a primary care
physician or a PA, one health care SGT (E-5 or E-6) and two health care specialists (E-4 or E-3). The
physician, PA, and health care personnel are all trained in ATM procedures, commensurate with their
positions and skill levels.
2-30. Combat Medic Section, F-Edition TOE
Trauma specialists are allocated to mechanized infantry companies on the basis of one trauma specialist per
platoon and a senior health care SGT for each company. In armored units, the allocation is one health care
SGT and, normally, one ambulance team per company.
a. Trauma Specialist Location. The mechanized infantry platoon trauma specialist normally
locates with, or near, the element leader. When the platoon is moving on foot in the platoon column
formation, he positions himself near the element leader trailing the base squad forward of the second team.
This formation is the platoon’s primary movement formation. When the platoon is mounted, the trauma
specialist will normally ride in the same vehicle as the platoon SGT.
b. Health Care Sergeant. The company health care SGT or specialist with the armor company
normally collocates with the 1SG. When the company is engaged, he remains with the 1SG and provides
medical advice, as necessary. As the tactical situation allows, he will provide medical treatment and
prepare patients for MEDEVAC. The ambulance team supporting the company works in coordination with
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FM 4-02.4
the trauma specialists supporting the platoons. When a casualty occurs in a tank or an armored fighting
vehicle, the ambulance team will move as close to the vehicle as possible, making full use of cover,
concealment, and defilade. Assisted, if possible, by the vehicle’s crew, they will extract the casualty from
the vehicle and administer EMT. They move the patient to the treatment team or to a CCP to await further
MEDEVAC. The company health care SGT normally remains with the company CP, but may be used
anywhere in the company, assisting the ambulance teams in some situations.
2-31. Ambulance Squads, F-Edition TOE
There are three ambulance squads assigned to the medical platoon. Each squad has two ambulance teams.
Armored ambulance teams have three emergency care personnel while wheeled ambulances have two
emergency care personnel. The platoon ambulances provide medical evacuation within the supported
maneuver battalion/TF. Ambulance teams provide medical evacuation and en route care from the soldier’s
point of injury to the BAS. In mass casualty situations, nonmedical vehicles may be used to assist in
CASEVAC as directed by the supported commander. Plans for the use of nonmedical vehicles to perform
CASEVAC should be included in the maneuver battalion’s TSOP and OPORD.
2-32. Property Exchange
a. United States Army Medical Evacuation Operations. Whenever a patient is evacuated from
one MTF to another or is transferred from one ambulance to another, medical items of equipment (casualty
evacuation bags [cold weather-type bags], blankets, litters, and splints) remain with the patient. To prevent
rapid and unnecessary depletion of supplies and equipment, the receiving Army element exchanges like
property with the transferring element. This reciprocal procedure will be practiced to the fullest extent
possible through all phases of evacuation from the most forward element through the most rearward
hospital.
This subparagraph implements STANAG 2128 and QSTAGs 435 and 436.
b. Medical Property of Allied Nations (NATO and ABCA Armies). Medical property accom-
panying patients of allied nations will be returned at once, if possible. If it is not possible, like items will be
exchanged as in paragraph a above.
c. Medical Property of Coalition Forces or Allied Nations Without Ratified Standardiza-
tion Agreements. Absence of a formal agreement, such as an Acquisition and Cross-Servicing Agreement,
medical property accompanying patients of coalition and allied forces without ratified STANAGs will be
returned to the parent nation as soon as practicable. Commanders should consult with their Staff Judge
Advocate early in the planning process to ensure appropriate policy and procedures are developed and
disseminated.
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FM 4-02.4
Section VI. TREATMENT TEAMS, MEDICAL SECTIONS, AND
SPECIAL PURPOSE MEDICAL PLATOONS (ARMY OF EXCELLENCE/
AIRLAND BATTLE)
2-33. Combat Support Unit and Division Headquarters Treatment Team, L-Edition TOE
Treatment teams are organic to CS units and the division headquarters. With the exception of the combat
engineer battalion, a medical support element in the light division normally consists of one treatment team.
This treatment team is designed to provide Echelon I CHS for personnel of supported units. A treatment
team normally with two ambulance teams is relatively small in comparison to a medical platoon; therefore,
it will require augmentation from a supporting medical company in mass casualty situations.
2-34. Medical Section, Headquarters and Headquarters Battery, Division Artillery, L-Edition TOE
a. Organizations and Functions. The DIVARTY medical element includes a treatment team and
an ambulance team. It is organized as shown in Figure 2-13. Personnel staffing of this section includes a
PA, health care SGT, two health care specialists and an ambulance team.
(1) Division artillery physician assistant. The PA is the medical advisor to the DIVARTY
commander and his staff. The PA works under the supervision of a physician, normally the division
surgeon or treatment platoon leader of the MSMC. He coordinates with the division and brigade surgeons
to ensure that all PAs/medical element leaders in the subordinate FA battalions, are working under the
clinical supervision of a physician. Certain situations may require that the clinical supervision of PAs in FA
units be passed to the physician in charge of the nearest supporting MTF. Such requirements, however, are
coordinated through the division surgeon. The PA is responsible to the supervising physician for the
medical treatment provided by DIVARTY medical personnel (inclusive of medical personnel assigned to
FA battalions). His duties include—
• Operating the DIVARTY aid station.
• Planning and directing unit Echelon I CHS for members of the DIVARTY
headquarters and FA battalions.
• Arranging for Echelon II CHS.
• Arranging for patient evacuation to the supporting medical company.
• Supervising the administration and maintenance of equipment, the supply function,
technical training, and the employment of medical personnel.
• Examining, diagnosing, and treating (or prescribing courses of treatment for)
patients, to include ATM for the trauma patient under the clinical supervision of a physician.
• Coordinating patient evacuation.
2-40
FM 4-02.4
X
0
NOTE: THE LIGHT INFANTRY AND AIRBORNE DIVISION ARTILLERY DO NOT HAVE AN
AMBULANCE TEAM
Figure 2-13. Medical section, headquarters and headquarters battery, division artillery.
2-41
FM 4-02.4
(2) Health care sergeant. The health care SGT assists the PA in accomplishing his duties; he
supervises personnel on the treatment and ambulance teams. He prepares reports, requests general and
medical supplies, maintains supply economy procedures, and maintains the ASL of expendable supplies.
This NCO also performs triage and assists with ATM procedures in the care of trauma and NBC-insulted
patients, and care and management of BF patients. He also performs routine patient care and NBC
detection procedures. His duties also include—
• Establishing and assisting with operating the DIVARTY aid station.
• Maintaining the patient accountability /casualty reporting system.
• Maintaining MES.
• Conducting tactical and technical proficiency training for subordinate members of
the section.
• Conducting sanitation inspections of troop living areas, food service areas, waste
disposal areas, and potable water distribution points and equipment.
• Maintaining field health records of all patients seen according to AR 40-66.
(3) Health care specialists. These specialists assist the health care SGT in accomplishing his
duties. They perform triage and EMT. Their specific duties include—
• Erecting and breaking down field medical shelter systems, to include chemical/
biological protective shelters.
• Performing patient care.
• Initiating patient records (FMC).
• Maintaining the patient daily disposition log.
• Operating and maintaining assigned vehicle, tactical radio, and power generation
equipment. (Also may serve as a member on the battery field sanitation team.)
b. Employment. The medical section establishes an aid station near the DIVARTY headquarters
and provides Echelon I CHS for members of the DIVARTY headquarters and headquarters battery (HHB).
(1) The section employs a treatment HMMWV, a cargo trailer, and two MESs (one trauma
treatment set and one general sick call set).
(2) For communications, the section employs a telephone set (TA 312/PT) and is deployed
in the HHB wire net. It employs an FM tactical radio and is deployed as designated by the DIVARTY SOI.
This section also has access to the supporting medical company’s tactical operations net to request
Echelon II CHS.
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FM 4-02.4
c. Operations. The preceding paragraphs describe BAS operations; these are equally applicable
to the DIVARTY BAS. Figures 2-8 and 2-9 show suggested layouts of a BAS.
d. Medical Evacuation. The DIVARTY HHB, depending on the type, may have one ambulance
team to provide medical evacuation support. Those units assigned to the DIVARTY without an ambulance
team are dependent on the supporting medical company. Evacuation of patients to and from the DIVARTY
aid station is provided by the MSMC in the DSA.
e. Class VIII Supplies. The medical section maintains a 2-day (48-hour) stock level of Class VIII
supplies for the HHB. Routine requests for medical supplies are submitted through command channels to
the DMSO that is assigned to the MSMC. Class VIII supplies may be picked up by the requesting unit or
forwarded to the DIVARTY BAS during routine ambulance runs. For emergency resupply procedures, see
paragraph 2-25.
f. Property Exchange. See paragraph 2-32.
2-35. Treatment Team, Headquarters and Headquarters Battery, Field Artillery Battalion, L-Edition
TOE
Organic to the HHB of the FA battalion is a treatment team, an ambulance team, and a combat medic
section. The treatment team operates the BAS and the ambulance team provides limited ground ambulance
medical evacuation support for the battalion. Trauma specialist from the combat medic section, are
deployed with each firing platoon and with the service battery. Medical elements of the HHB, FA battalion
are organized as shown in Figure 2-14. Personnel staffing for the treatment team include a PA, a health
care SGT, two health care specialists, MOS 91W20, and one health care specialist, MOS 91W10.
a. Physician Assistant. In the absence of a physician, the PA is the principal advisor to the
battalion commander and his staff in the areas of health and medical readiness. Working under the clinical
supervision of a physician, he is the primary medical care provider for the battalion and supervises all
activities of battalion medical personnel. The PA is trained in ATM procedures and as stated, works under
the clinical supervision of a medical officer. He is responsible to the supervising physician for all treatment
provided by medical personnel of the section. His specific duties include—
• Establishing and operating the BAS.
• Planning and supervising Echelon I CHS and coordinating with the supporting medical
company for Echelon II CHS for the battalion.
• Treating, within his ability, patients reporting to him.
• Referring patients who require treatment beyond his capability to the supervising
physician.
• Providing initial resuscitation (ATM) for the wounded.
• Training medical personnel and CLSs in emergency medical procedures.
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FM 4-02.4
b. Health Care Sergeant. This NCO assists the PA in accomplishing his duties. The specific
duties of this NCO are the same as those described for the health care SGT in the DIVARTY HHB (refer to
paragraph 2-34a[2]).
c. Health Care Specialists. The duties and functions of these specialists are the same as those
discussed in paragraph 2-34a(3).
d. Trauma Specialists. Trauma specialists are allocated to a DS FA battalion on the basis of one
to each firing platoon and the service battery. The duties and functions of trauma specialists are described
in paragraph 2-20.
e. Employment. The treatment team establishes a BAS near the battalion headquarters and
provides Echelon I CHS.
(1) The section employs a treatment HMMWV, a cargo trailer, and two MESs (one trauma
treatment set and one general sick call set).
(2) For communications, the section employs a telephone set (TA 312/PT) and is deployed
in the HHB wire communications net. It also employs an FM tactical radio and is deployed in the net
designated by the battalion SOI. This section also has access to the supporting medical company’s tactical
operations net to request Echelon II CHS.
f. Operations. Paragraphs 2-19 describes a BAS operation; these are equally applicable to the
FA BAS. Figures 2-8 and 2-9 show suggested layouts of a BAS.
g. Medical Evacuation. The HHB ambulance team evacuates patients to the BAS and to the
supporting medical company if Echelon II ground ambulance support is not available.
h. Property Exchange. See paragraph 2-32.
2-36. Medical Treatment Team, Headquarters and Headquarters Company, Division Aviation
Brigade/Combat Aviation Squadron, L-Edition TOE
a. Organization and Functions. The division aviation brigade/combat aviation squadron medical
treatment team is organized as shown in Figure 2-15. Personnel staffing for this section include a flight
surgeon, a health care SGT, and two health care specialists. The flight surgeon (brigade surgeon) is the
medical advisor to the aviation brigade commander and his staff. He is the primary care physician of the
brigade. The flight surgeon is responsible for treatment provided by the medical treatment team (brigade
aid station). His duties include—
• Operating the brigade aid station.
• Examining and determining the medical qualification for flying status of aviators within
the brigade headquarters, or aviators referred to him by units without a flight surgeon.
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FM 4-02.4
• Planning and directing Echelon I CHS for members of the brigade headquarters.
• Coordinating for evacuation of patients to the division clearing station.
• Coordinating for division CHS augmentation, as required. .
• Supervising the administration and maintenance of equipment, the supply function,
technical training, and the employment of medical personnel.
• Examining, diagnosing, treating, and prescribing courses of treatment for patients, to
include ATM for trauma patients.
Figure 2-15. Medical treatment team, headquarters and headquarters company,
division aviation brigade.
2-46
FM 4-02.4
b. Operations. Paragraph 2-19 describes aid station operations; these are equally applicable to
the DIVARTY BAS. Figures 2-8 and 2-9 show suggested layouts of a BAS.
c. Medical Evacuation. The brigade HHC medical section has no MEDEVAC assets. Evacuation
of patients is provided by the supporting medical company.
d. Class VIII Resupply . See paragraph 2-25.
e. Property Exchange. See paragraph 2-32.
2-37. Medical Section, Headquarters and Headquarters Company, Attack Helicopter Battalion,
Division Aviation Brigade, L-Edition TOE
a. Organization and Functions. The attack helicopter battalion medical section is organized as
shown in Figure 2-16. Personnel staffing this section include a flight surgeon, a health care SGT, and two
health care specialists. For further explanation, see paragraph 2-36 a.
b. Property Exchange. See paragraph 2-32.
2-38. Medical Platoon, Headquarters and Headquarters Troop, Reconnaissance Squadron, Division
Aviation Brigade, L-Edition TOE
a. Organization and Functions. The headquarters and headquarters troop (HHT) RECON
squadron, division aviation brigade medical section is organized as shown in Figure 2-17. The medical
section has a medical treatment squad, an ambulance squad, and a combat medic element.
(1) The patient treatment squad includes a flight surgeon (AOC 61N00), a PA, a section
SGT/health care SGT (MOS 91W30), two health care SGTs (MOS 91W20), and three health care specialists
(MOS 91W10).
(a) For flight surgeon responsibilities, see paragraph 2-36.
(b) The PA assists the flight surgeon in performance of his duties. He serves as the
aviation brigade flight surgeon in the absence of the flight surgeon. His duties include—
• Examining and determining the medical qualification for flying status of
aviators within the brigade headquarters; or aviators referred to his treatment section by units without a
flight surgeon.
• Examining, diagnosing, treating, and prescribing courses of treatment for
patients, to include ATM for trauma patients.
• Performing general technical health care and administrative duties (refer to
paragraph 2-17 d).
2-47
AMBULANCE SQUAD
EMERGENCY CARE SGT E5(1)
AMB/AIDE DRIVER E4 (2)
AMB/AIDE DRIVER E3 (1 )
MEDICAL SECTION
(SQUADRON AID STATION)
MED TRMT SQUAD
FM 4-02.4
(2) The ambulance squad has one emergency care SGT (MOS 91W20) and three ambulance/
aide drivers (MOS 91W10).
(3) The combat medic element has one trauma specialist, MOS 91W10.
b. Section Sergeant. This NCO, also a health care SGT, assists the flight surgeon in accom-
plishing his duties. The specific duties of this NCO are the same as those described for the health care SGT
in the DIVARTY HHB (refer to paragraph 2-34).
c. Health Care Specialists. The duties and functions of these specialists are the same as those
discussed in paragraph 2-34.
d. Trauma Specialists. The duties and functions of trauma specialists are described in para-
graph 2-20.
e. Ambulance Squad. Paragraph 2-21 describes duties of ambulance squad members.
f. Employment. The medical section establishes a BAS near the squadron headquarters and
provides Echelon I CHS for members of the squadron.
(1) The section employs a treatment HMMWV, a cargo trailer, and two MESs (one trauma
treatment set and one general sick call set).
(2) For communications, the section employs a telephone set (TA 312/PT) and is deployed
in the headquarters and headquarters support company’s wire communications net. It also employs an FM
tactical radio and is deployed in the net designated by the squadron SOI. This section has access to the
supporting medical company’s tactical operations net for requesting Echelon II CHS.
g. Operations. Paragraphs 2-19 describes a BAS operation; these are equally applicable to the
squadron BAS. Figures 2-8 and 2-9 show suggested layouts of a BAS.
h. Medical Evacuation. Evacuation of patients from the squadron aid station is provided by the
supporting medical company.
i. Medical Supply. The medical section maintains a 2-day (48-hour) stockage level of medical
supplies for the squadron. Routine requests for Class VIII resupply are submitted through command
channels to the DMSO. Supplies may be picked up by the requesting unit or forwarded to the BAS during
routine ambulance runs. For emergency resupply procedures, see paragraph 2-25.
j. Property Exchange. See paragraph 2-32.
2-39. Medical Section, Headquarters and Headquarters Company, Division Headquarters, L-Edition
TOE
a. Organizations and Functions. The HHC division headquarters medical treatment team is
organized as shown in Figure 2-18. Personnel staffing of this section includes a PA, a health care SGT, and
two health care specialists.
2-50
FM 4-02.4
Figure 2-18. Medical section, headquarters and headquarters company, division headquarters.
(1) Physician assistant. The PA is responsible for the medical treatment provided by HHC
medical personnel. He works under the clinical supervision of the division surgeon. In the division
treatment team, the PA is the principal advisor to the division surgeon in the areas of PA affairs, executive
medicine issues, and quality assurance/implementation. The specific duties of the PA are the same as those
described in the DIVARTY HHB (refer to paragraph 2-34).
(2) Health care sergeant. Refer to paragraph 2-34.
(3) Health care specialists. Refer to paragraph 2-34.
2-51
FM 4-02.4
b. Employment. The medical treatment team establishes an aid station near the division
headquarters and provides Echelon I CHS for members of the division HHC.
(1) The section employs a treatment HMMWV, a cargo trailer, and two MESs (one trauma
treatment set and one general sick call set).
(2) For communications, the section employs a telephone set (TA 312/PT) and is deployed
in the HHC wire communications net. It also employs a FM tactical radio and is deployed in the net
designated by the division SOI. This section has access to the MSMC’s tactical operations net to request
Echelon II CHS as required.
2-40. Combat Medic Section, Headquarters and Headquarters Company, Combat Engineer Bat-
talion, L-Edition TOE
a. Organization and Functions. The combat medic section of the combat engineer battalion is
organized as shown in Figure 2-19. Personnel staffing of this section includes a section SGT and ten trauma
specialists. The combat medic section provides EMT and treatment of minor wounds and injuries. It
coordinates for and/or requests MEDEVAC support as required.
b. Section Sergeant. The section SGT, MOS 91W30, prepares reports, requests general and
medical supplies, maintains supply economy procedures, and maintains the ASL of expendable supplies.
He supervises combat medic section personnel. He coordinates Echelon I CHS from supported maneuver
battalion medical platoon and Echelon II CHS from the supporting medical companies. His duties also
include—
• Assigning tasks to trauma specialists.
• Providing and/or coordinating for Class VIII resupply for trauma specialists when
deployed with engineer platoon or squad.
• Conducting tactical and technical proficiency training for subordinate members of
the section.
• Conducting sanitation inspections of troop living areas, food service areas, waste
disposal areas, and potable water distribution points and equipment.
• Coordinating and conducting CLS training for the battalion.
• Providing medical planning input to the SI on battalion operations.
c. Trauma Specialists. The duties and functions of trauma specialists are described in paragraph
2 - 20 .
2-52
FM 4-02.4
Figure 2-19. Medical platoon, headquarters and headquarters company, engineer battalion.
Section VII. ADDITIONAL MEDICAL ASSETS OPERATING IN THE
BRIGADE AREA OF OPERATIONS (FORCE XXI/DIGITIZED DIVISION)
2-41. Treatment Squads/Teams from the Forward Support Medical Company, F-Edition TOE
The treatment squad provides emergency and routine sick call treatment to soldiers assigned to supported
units. These teams can perform their functions while located in the FSMC area, or can operate
independently of the FSMC for limited periods of time. The squad has the capability to split and operate as
separate treatment teams (Teams Alpha and Bravo) for limited periods of time. While operating in these
separate modes, they may operate two separate treatment stations. Normally, a squad or team deploys
2-53
FM 4-02.4
forward to augment or reinforce maneuver battalion medical platoons. Ambulance squads/teams may be
deployed to AXP especially when there are extended evacuation routes. It can be assigned to reinforce or
reconstitute battle losses of maneuver battalion medical platoons.
2-42. Forward Surgical Team, A-Edition TOE (Force XXI/Medical Reengineering Initiative)
Corps-level initial surgical support will be provided by the FST. The FST (Corps), TOE 08518LA00, and
the FST (Airborne/ Air Assault Division/ACR [Light]), TOE 08518LB00, are clinically standardized modules
regardless of their assignment. These teams are comprised of 20 personnel and each has two operating
room (OR) tables. The FST is organized into four functional areas— triage-trauma management, surgery,
recovery, and administrative/operations. The mission of the FST is to provide a rapidly deployable
immediate surgical capability enabling patients to withstand further evacuation. The requirement to project
surgery forward increases as a result of the extended battlefield. This small, lightweight surgical team is
designated to provide surgical augmentation to the FSMCs in support of the maneuver brigades, brigade
TF, or the Interim Brigade Combat Team (IBCT). The FST is capable of continuous operations with
divisional or nondivisional medical companies/troops for up to 72 hours; the ability to continue operations is
limited by personnel fatigue/exhaustion and available supplies. The FST provides urgent, initial surgery for
otherwise nontransportable patients. The FST’s surgical capability is based on two OR tables with a
surgical capacity of 24 OR table hours per day. Other capabilities include—
• Emergency medical treatment, to include assets to receive, triage, and prepare incoming
patients for surgery.
• Surgery, including initial surgery and continued postoperative care for up to 30 critically
wounded or injured patients over a period of 72 hours with the FST’s organic MESs prior to resupply.
• Nursing care. Postoperative acute nursing care for up to eight patients, simultaneously, prior
to further medical evacuation.
• Rapid strategic deployability. The team’s personnel and equipment (less vehicles) are capable
of deploying in one C-130 aircraft for initial entry missions, when required. The FST is capable of
subsequent movement by helicopter sling-load operations.
• Tactical mobility. The team is 100 percent mobile with organic vehicles; it has a total of six
HMMWVs.
For definitive information of the FST, see FM 8-10-25.
2-43. Forward Support Medical Evacuation Team, L-Edition TOE (Force XXI/Medical Reengineer-
ing Initiative )
The brigade may be augmented with a corps FSMT. When deployed forward to the BSA, the FSMT leader
coordinates the air ambulance team’s evacuation missions. The FSMT, assisted by the support operations
2-54
FM 4-02.4
section, provides real-time tactical information to the air ambulance crew about evacuation missions from
the brigade combat team units/elements to supporting brigade MTFs. When air ambulances operate
forward of the BSA, they will execute the A2C2 plan through the maneuver brigade S3. The FSB support
operations section provides planning and coordination between aeromedical evacuation and the supported
maneuver brigade. The brigade S3 provides the A2C2 plan that includes the air corridors, air control
points, and communications checkpoints. The brigade S3 will provide updates as required. Air ambulances
deployed to the BSA provide medical evacuation from forward areas (BAS) back to the BSA. Air
ambulance evacuation from the point of injury will be METT-TC-dependent. Corps air ambulances
providing GS evacuate from the BSA to supporting corps MTF. Aeromedical elements provide around the
clock immediate response evacuation from either the BSA or their location based on METT-TC. To
accomplish this, elements must maintain a close tie with the A2C2 system in the brigade. The brigade
A2C2 element provides an airspace plan through the division OPORD/OPLAN A2C2 annex. The aircrew
must also be familiar with the daily airspace control order and the airspace control plan. These documents
contain all airspace control measures (ACM), to include free fire areas, no-fly fire areas, restricted operations
zones, and established and standard Army aircraft flight routes. These routes and ACM change on a daily
basis and cannot be integrated into the division OPORD. The BSS will ensure all A2C2 information is
provided to corps aeromedical elements. The BSS does not generate A2C2 information, but does provide
A2C2 planning information to division A2C2 elements. For definitive information on the corps air
ambulance company and its FSMT that deploy forward into the brigades’ AO, see FM 8-10-26.
2-44. Corps Ground Ambulance Company, Either the L-Edition TOE or the A-Edition TOE Sup-
porting Force XXI/Medical Reengineering Initiative
The corps ground ambulance company is assigned to the corps MEDEVAC battalion. The basis of
allocation within the combat zone is one per division supported. The current Army of Excellence ambulance
company has four ambulance platoons with each platoon having 10 ambulances each. Under the MRI, the
new MRI ground ambulance company will have a total of 24 ground ambulances. When deployed to the
division, the ground ambulance company is attached to the MSB or division support battalion for Force
XXI. The mission of the ground ambulance company in the division is to provide medical evacuation
support to the division’s maneuver brigades and to other divisional units and corps units operating in the
division, as required. Normally, corps ground ambulances provide medical evacuation from the FSMC
located in the BSA and from either the MSMC or the DSMC (Force XXI) to the supporting corps combat
support hospital. The corps ground ambulance will reinforce the MEDEVAC assets in the medical
companies of the division, as required.
2-45. Corps Combat Stress Control Augmentation, A-Edition TOE (Force XXI/Medical Reengi-
neering Initiative)
The division may be augmented with additional CSC personnel, if requested. The base of allocation for the
CSC medical detachment is one per division supported by the corps. The CSC medical detachment
provides complete MH and combat stress preventive and treatment services in DS of division and corps
personnel deployed forward. The new MRI detachment is a 43-person unit composed of a headquarters, a
CSC preventive section and a CSC fitness section. The old Medical Force 2000 CSC medical detachment
2-55
FM 4-02.4
had 23 personnel and was designed to be a corps-level package to augment the organic MH sections of the
divisions. Whereas, the new MRI CSC medical detachment retains the mission of providing DS to a
division’s maneuver brigades and general/reinforcing support to the DSA, including corps units in those
areas. In addition, the detachment now augments area support in the corps immediately behind the division.
The detachment must function with its elements widely dispersed, some working in and for the supported
division and others working in the corps for the medical command/brigade. The CSC medical detachment
personnel provide CSC planning, consultation, training, and staff advice to C2 headquarters and the units to
which they are assigned/attached regarding—
• Combat and operational stressors affecting the troops.
• Mental readiness.
• Morale and cohesion.
• Potential for BF casualties.
The detachment and its personnel are dependent on units that they are attached for support, to include—
• Food service.
• Water distribution.
• Medical treatment.
• Logistical support including Class VIII items.
• Patient administration (detachment has one patient administration specialist, MOS 71G10, that
works with the supporting unit).
For definitive information on the CSC medical detachment. Medical Force 2000 and MRI, see Change 1,
FM 8-51.
2-56
FM 4-02.4
CHAPTER 3
COMMAND AND CONTROL
Section I. PREPARATION FOR COMBAT HEALTH SUPPORT
3-1. Plans
a. Mission Analysis. Planning starts with mission analysis. The battalion begins mission analysis
when the brigade provides a warning order (WARNO). The mission analysis is Step 1 of the military
decision-making process (MDMP). See FM 101-5 for further discussion on the MDMP. For guidance on
military decision making in abbreviated planning for a time-constrained situation, see FM 101-5. The
battalion headquarters conducts concurrent planning with the brigade headquarters or after the brigade plan
is developed. The battalion staff may receive additional information from the brigade staff elements to
assist them with the planning process. This information is normally transmitted in a force text e-mail
message via the tactical local area network (LAN). As part of the mission analysis and based on the
battalion commander’s intent and guidance, the medical platoon develops CHS estimates for supporting
battalion operations. An understanding of the battalion’s time lines or battle rhythm will assist the battalion
medical platoon leader and field medical assistant in developing the CHS input, through the battalion SI, to
the battalion’s OPLAN/OPORD. The battalion surgeon and field medical assistant work with and through
the battalion SI for mission analysis input. See Chapter 5 and Appendix H of FM 101-5 for additional
information on WARNOs. Mission analysis includes—
• Assessing CHS capabilities (organic and attached assets with current status and location).
• Assessing limitations (specify reason that CHS assets are not available).
• Identifying specified, implied, and essential CHS tasks in the brigade OPORD.
The following are examples of subject areas that should be addressed during mission analysis:
• Treatment (to include surgical requirements).
• Emergency dental treatment.
• Combat stress control.
• Preventive medicine.
• Medical evacuation support by air and ground ambulances (and nonmedical evacuation
platforms, if necessary).
• Class VIII resupply.
• Medical maintenance.
• Nuclear, biological, and chemical operations.
3-1
FM 4-02.4
• Threat to treatment and evacuation assets that is capable of causing CHS failure.
• Casualty estimates (number and types of casualties).
• Terrain effects on location, acquisition, and evacuation of casualties.
• Current medical status of battalion personnel.
b. Battalion Course of Actions. Battalion CO As development/analysis and wargaming are
accomplished after mission analysis. Course of action development and wargaming result in the production
of the OPORD and the CHS annex. During wargaming, the evacuation and treatment facets of the medical
plan are synchronized with the overall battalion plan. The SI will provide the overall casualty figures by
battalion and, possibly, company. The questions of how many casualties, at what point in the fight (when),
where they will occur, and how they are produced (direct fire, artillery, chemical, and so forth) can be
forecasted based on input from the SI. During the wargaming, the S2 will portray enemy capabilities and
likely actions. The S3 will focus on friendly actions. The medical platoon leader needs to pay careful
attention to this exchange. This will be the best predictor of what, when, where, how, who, and other
information that will be useful in adjusting the CHS plan. This information allows the medical platoon
leader and field medical assistant options to select preplanned locations for positioning ambulances or
treatment teams. Locating the treatment teams in the appropriate locations is of the utmost importance. The
published movement planning factors for inside the division AO for wheeled and tracked vehicles in good
terrain and weather are 8 kilometers and return in 1 hour (or 16 kilometers per hour). See FM 8-55 for
additional planning guidance. The trauma specialist’s goal is to get the casualty to ATM within 30 minutes.
For an ambulance to leave the BAS and pick up a patient and return within 30 minutes, it must be within 4
kilometers of the soldier’s point of injury. Keep in mind that this is under favorable conditions. Limited
visibility, difficult or unfamiliar terrain, obstacles (friendly and enemy), and enemy actions will make the
evacuation mission longer. If the BAS is farther than 4 kilometers away, it starts out as an impossibility.
The METT-TC will govern specific solutions. Supporting the tight and maintaining a good support distance
becomes a definite challenge because most of your evacuation routes can potentially be covered by enemy
weapons and direct and indirect fire. For example, Russian manufactured AT-5 spandrel antitank-guided
missiles have a 4-kilometer direct fire range. The medical platoon plan must take this threat into account.
Information obtained from the S2 and S3 will also provide the triggers that will allow medical elements to
occupy these positions at appropriate times and in a manner that reduces the risk from threat actions. This
information is incorporated into the CHS plan and is published in the battalion order. The following are
examples of key areas that will be analyzed during this process; they include—
• Casualty estimates broken down to the lowest level possible, by TF, by phase line, and
so forth.
• Battalion- or brigade-directed actions as part of the squadron or brigade CHS plan.
• Current medical platoon equipment status (maintenance status on all the platoon’s key
items of equipment, both medical and nonmedical).
3-2
FM 4-02.4
3-2. Operation Order
Once the battalion receives the brigade WARNO, it begins mission analysis and determines its tactical plan.
This process continues until the full brigade OPORD is issued. Part of the mission analysis is to assess the
brigade CHS plan for its adequacy of support to the battalion. If the medical platoon leader finds a
problem, he briefs this to the battalion commander. The mission analysis brief will be after the staff has
analyzed the full OPORD. Another part of the analysis is determining the employment and emplacement of
medical treatment elements (BAS/treatment team) based on the brigade plan. This information is provided
to the battalion S3 and he updates the battalion plan. This is normally accomplished prior to the brigade
combined arms rehearsal. When the battalion commander approves the OPLAN, it becomes the OPORD.
The OPLAN and OPORD are developed by the S3 section using input from each of the staff elements with
the SI being the staff coordinating element for CHS. The battalion OPORD is revised or updated based on
mission changes. Table 3-1 is an example of an OPORD/OPLAN outline format.
a. Matrix Operation Order. A matrix OPORD may be used as an alternative to the standard five-
paragraph OPORD. The purpose of the matrix OPORD is to cut orders production time and to provide
subordinates more time for RECON, preparation, and rehearsal. There is no standard format for a matrix
OPORD. Matrix orders expand on the execution matrix found on many operations overlays. The single-
page format may include all signal information for the day of the operation and it can be placed in the corner
of a map case for easy reference. Matrix orders are usually issued with standard operations, intelligence,
and fire support overlays. Rather than a five-paragraph order outline format as seen in Table 3-1, the
medical platoon leader is more likely to see and work with a matrix OPORD. Figure 3-1 is an example of a
matrix OPORD.
b. Medical Support Matrix. The medical support matrix should be integrated with the tactical
overlay. Figure 3-2 is a sample format for a medical support matrix. If deviation from the matrix occurs,
the BAS location must be known at all times. The BAS should remain on location as long as practical. Extra
first aid medical supplies can be issued to maneuver elements for resupply of CFS.
3-3
FM 4-02.4
Table 3-1. Sample Outline Format for an Operation Order/Plan
(CLASSIFICATION)
TIME ZONE USED THROUGHOUT THE PLAN (ORDER)
REFERENCES:
TASK ORGANIZATION:
1. SITUATION
A. ENEMY FORCE
B. FRIENDLY FORCE
C. ATTACHMENT AND DETACHMENTS
D. ASSUMPTION (OPLAN ONLY)
2. MISSION
3. EXECUTION
INTENT:
A. CONCEPT OF OPERATION
(1) MANEUVERS
(2) FIRES
(3) RECONNAISSANCE AND SURVEILLANCE
(4) INTELLIGENCE
(5) ENGINEER
(6) AIR DEFENSE
(7) INFORMATION OPERATIONS
B. TASK TO MANEUVER UNITS
(1) ENGINEER
(2) AIR DEFENSE
(3) FIELD ARTILLERY
C. TASKS TO COMBAT SUPPORT UNITS
(1) INTELLIGENCE
(2) FIRE SUPPORT
(3) SIGNAL
(4) NBC
(5) PROVOST MARSHAL
(6) PSYOP
(7) CIVIL MILITARY
(8) AS REQUIRED
D. COORDINATING INSTRUCTIONS
(1) TIME OR CONDITION WHEN A PLAN OR ORDER BECOMES EFFECTIVE
(2) COMMANDER’S CRITICAL INFORMATION
(3) RISK REDUCTION CONTROL MEASURES
(4) RULES OF ENGAGEMENT
(5) ENVIRONMENTAL CONSIDERATIONS
(6) FORCE PROTECTION AS REQUIRED
(7) AS REQUIRED
4. SERVICE SUPPORT
A. SUPPORT CONCEPT
B. MATERIEL AND SERVICE
C. MEDICAL EVACUATION AND HOSPITALIZATION
D. PERSONNEL
E. CIVIL MILITARY, AS REQUIRED
F. AS REQUIRED
5. COMMAND AND SIGNAL
A. COMMAND
B. SIGNAL
ACKNOWLEDGE:
NAME (COMMANDER’S LAST NAME)
RANK (COMMANDER’S RANK)
OFFICIAL: NAME AND POSITION
ANNEXES
(CLASSIFICATION)
SEE FM 101-5 FOR DEFINITIVE INFORMATION ON OPERATION PLANS/ORDERS. ADDITIONAL INFORMATION IS PROVIDED IN
APPENDIX 3 (PERSONNEL) OF ANNEX I, OR IN A SEPARATE APPENDIX FOR CHS.
3-4
FM 4-02.4
TF 2-69 ARMOR DEFENSIVE MATRIX OPORD #1-88
IF CALL SIGN (42.10) BN MORTAR/FS I
BN MORTAR/FS NET (52.40)
BDE FS NET (38.55)
DTG 011000A JAN 88 COPY 21 of 25 COPIES
ATTACHMENTS/DETACHMENTS
CDR 16 S3 91 FSO 07 MAIN 76
XO 34 S3A.23 FAC 3/ PLDR 12 PSG IE
A/1 68
72 E N G
S2 39 S4
UNIT/STATUS
CALL SIGN/FREQ
AA BHO 22 ADA V1T15 (42.00)
TMMECH
IIM (40.25
AJ1 (48.75)
AJ2 (45.00)
TASK ORG
1
2/8
2
2
1
MORTARS
ABE (52.40
BLUE{
1338
IF MISSION: TF2-69 defends in sector 020600Jan 88 from coords to coords and coords to coords to destroy MRR.
CDRS INTENT: Occupy deception positions along PL DOG; NLT 020400 move to prepared positions along PL CAT; destroy en
in EA LION (Ave 1) or EA TIGER (Ave 2) allowing no penetration of PL MOUSE.
PRl TO TM
TANK ^
(COORDSI^
— TM MECH
when EN
crosses PL DOG
FIRES 2 to FA
PRl to 2-69
PRl Init sets
•FPFs:
ARTY: TMMech
MORT: TM Tank
Ilium planned
in AB 4004, 5, 6, 7
but o/o TF CDR
FASCAM planned
in AB 4004#5
o/o Bde Cdr
DECEPTION I SKYLINE VC I OF TANKS ON
OCC BP 6
OCC BP 7
RECON BP 12 • RECON BP 1 1
■ Conserve MIN • OBSV MA 1 2
■FireIGTS:
AB 4004
AB 4006
■close mine
field
AB 4006
after secure
pass
■ Fire TGTS
AB 4005
AB 4007
•OCC BP 5
■Prep BP 10
■OBSV NA 1 1
TO BP 10 at
night; RPT
Time
Screen if left
flank
■OCC BP 8 ■ Clear TF
■Prep BP 9 Section NLT
■OBSV NA 122 011400
•3/D OPCON
until 020500
PRl effort
to BP 1 1^
PRl effort
to BP 12^
■3/D ATNS
020500
•Fire Tgts
AB 4002
AB 4003
■Observe NAI 12
DISPLACE
BY SECTION
OBSTACLES Minefield
AB 4006
FIGHTING POSN #1(4) BP 6
PRl (No.) LOC
ADA MOPP
Yellow 2
Tight
Minefield
AB 4007
#2(10) BP 7
MAIN CP
CP 2
OEG
50 cGy
Wire Obstl
#1
#3(8) BP 5
#5(4) BP 10
CBT TNS
CP 4
SOI
KTV 1062T
Wre Obstl
#2
#4(8) BP 8
#6(4) BP 9
UMCP
CP 6
FLDTNS
BSA (CP 10)
Minefield
1 -AB 4006
2-AB 4007
#7(6) BP 5
#8(6) BP 8
LRP A
CP 12
PYRO Main Atk AJ CODEWORD PIR
AV 01 Red Star Sprint (1) EN
AV 02 (2) ALOC
LRP B
CP 8
STAND TO
0600 Daily
Figure 3-1. Matrix operation order.
3-5
FM 4-02.4
UNITS
CROSS
LD
CROSS
PL RED
CRO
…[truncated]