Fm 25-4 how to conduct training exercises pdf download

Army Physical Fitness Test. Appendix B. Climbing Bars. Appendix C. Posture and Body Mechanics. Appendix D. Environmental Considerations. Appendix E. Obstacle Negotiation. PRT Related News. PRT Downloads. FM PDF. Then they select a particular type of training exercise. A training analysis must first establish the training requirements and the priorities for unit training programs, as described in FM This analysis also determines the training objectives, which are based on the individual and collective skills that need initial or sustainment training.

In so doing, the analysis must consider the three categories of command and control training:. Battle staff training. Survivability training. Combined arms training. One or more of these categories must be included in the unit training objectives and integrated in the exercise.

The exercise objectives should be specific, relevant, realistically obtainable, measurable, and supportive of exercise goals. Exercise objectives should be organized into functional areas to highlight activities that need improvement.

Properly stated objectives provide players, controllers, umpires, and evaluators with a solid basis for conducting their evaluation and AARs.

When the exercise objectives are established, the type of exercise to be conducted can be selected. Conducting a Rehearsal An exercise must never be conducted simply for its own sake.

It must always help to attain training objectives, which are tied to the unit mission. Once the initial analysis is completed, commanders determine the type of exercises to be conducted. Comparing the objectives with the kind of training that each exercise provides, they identify the proper exercise, within resource constraints, that can best meet the objectives.

Table 1 shows the exercises that best fit the command and control training categories for each echelon of command. Map exercises MAPEXs are employed to teach staff planning and coordination, as well as preparation of estimates and operations orders.

They are not conducted below battalion level. Commanders employ tactical exercises without troops TEWTs to teach the effective use of terrain to subordinate leaders. TEWTs involve specific tactical problems, employing unite and weapon systems. Command post exercises CPXs are effective in training members of staffs, command posts, and communications systems above company level.

FTXs provide realistic survivability and combined arms training for the total force. Battle staff sustainment training does occur in FTXs. However, to preclude the delays and inefficient use of troop-leading time that normally occur in the preliminary training of the staff, they should not be selected solely for this purpose. Table 2 aids in selecting the appropriate exercise.

It shows training exercises and some of the systems and objectives that can be trained effectively. The "X" indicates the exercise which best affords realistic training in the employment of the system or attainment of the objective indicated. The planning phase must recognize the value of flexibility and the necessity for being thorough.

Planners must plan for alternate types of exercises in case weather or other constraints prohibit the originally scheduled exercise. For example, if a brigade needs an FTX but there is a chance of funds being reduced or the possibility of excessive maneuver damage, contingency plans for a CFX or CPX should be prepared concurrently. Exercises must be flexible. They should allow subordinate commanders the freedom to innovate within the framework of new or existing doctrine, tactics, techniques, and operating procedures.

They should not follow rigid timetables that inhibit training and learning. Instead, they should establish schedules that provide sufficient time to correct mistakes and ensure learning and AARs at all levels. Once a headquarters decides to conduct a training exercise, the needed resources must be identified and procedures begun to obtain them, in accordance with the training management procedures described in FM The general steps below must be taken before beginning detailed work.

They indicate whether the exercise can meet the training objectives. If any area appears inadequate, the commander must decide whether to proceed or consider an alternate training activity. Planners must consider the environment for the exercise and the impact of weather. If inadequate land or facilities will seriously degrade training, planners may have to alter the exercises. For example, if an FTX has been selected but the available training areas are not large enough to allow unit tactics to be realistically played, the planners may Reduce the number of units in the exercise.

Conduct the exercise at a lower echelon. Except for scaled range training, range limitations also restrict fire coordination exercises FCXs to small units. Battle staff training during FCXs is generally limited to Fire support coordination. Fire control. Preparation and issuance of plans and orders. When exercises use privately owned land, planners must also consider maneuver damage control.

Training exercises require support. Some exercises consume large quantities of allocated resources such as fuel, spare parts, flying hours, and maneuver area time. The planners must ensure that the exercises can be conducted within the resource levels and that the training received justifies the resources expended. Commanders and staffs ensure that internal and external support equipment is sufficient.

For example, communications and transportation for players, controllers, umpires, and evaluators must be adequate. Player units, including HQs, should use only organic transportation, communications, and TOE equipment. Doing so teaches them to employ the full capabilities of the unit.

They should not rely on outside assistance to replace systems that are not mission capable or to beef up the authorized strength of the staff. Controller, umpire, and evaluator equipment must not come from player units. The time allocated for each exercise must permit appropriate troop-leading steps to be exercised, as well as develop tactical situations that lead to logical and sound tactical employment of player units. The time should also be allocated for conducting complete logistical support of tactical operations, as well as for an appropriate AAR.

Planners must consider whether or not units or groups of individuals to be trained are of the proper size or strength to benefit from the type of exercise selected. For example, the soldiers of a tank platoon consisting of two-man tank crews can be expected to gain very little from an LFX. Battle simulations, both manual and computer-supported or computer-assisted, provide effective training in many battle staff skills.

Battle simulations can be used with virtually any scenario. They are readily adapted to specific local conditions and unit missions. Simulations will not correct all command and control training problems or substitute for field training. If properly used, they can provide a readily acceptable means for exercising significant elements of the command and control system.

They are relatively inexpensive. They do not require large training areas. They save training time. They reduce preexercise and postexercise requirements. They are flexible and easily tailored to unique training objectives.

They can present situations nuclear, chemical, tactical air that cannot be reproduced in other training environments because of safety or expense. Battle simulations encourage multiechelon training. Higher and lower echelons can be exercised simultaneously with a minimum expenditure of valuable training resources.

Simulations can portray joint service operations involving the Air Force, Navy, and Marines, as well as the combined elements of other nations. Battle simulations can also portray various equipment mixes or degraded operations, allowing commanders and staffs to exercise back-up systems and procedures.

Battle simulations provide realistic cues and feedback to the command as a result of decisions made by higher, lower, and adjacent units. Each command group executes and subsequently modifies its plans, based on the situation. Simulations force command groups to adjust plans, organizations, assets, and firepower to cope with changing battlefield situations.

They may also force adjustments in command post configurations and procedures to deal effectively with unforeseen situations. Battle simulations can create unique mixtures of organizations, equipment, missions, and operational situations. They do this while realistically portraying the unit METT. They do so by confronting leaders and soldiers with realistic simulations of direct fire weapon systems in a training environment.

Only units that have demonstrated high levels of proficiency during battle drill and situational training exercises should use MILES for training. Because MILES is the most realistic training short of actual combat, it should be approached with detailed planning that keeps the training objectives clearly in mind. The use of situational training exercises STXs should be considered in the development of an exercise. They teach the "best" or preferred way to accomplish a task and are a standard way in which a task should be executed.

They are developed by the service schools to teach the doctrinally preferred way to perform a specific mission. FM explains the STX concept. STXs can facilitate training through the application of standardized tactical formations and employment. Thus, they should be considered in planning and preparing for an exercise, whenever appropriate.

The preexercise is usually the longest of the three exercise phases. The preexercise phase develops all the support plans that govern the execution and postexercise phases. Planning begins immediately after the decision has been made to conduct an exercise.

The planning steps listed below are used to prepare for an exercise. Specific exercises may omit some. These steps are generally sequential; however, some may be performed simultaneously. Preparing an exercise directive. Assigning responsibilities for planning. Conducting research. Preparing a supporting plan schedule. Preparing an outline plan. Conducting a reconnaissance. Completing the exercise support plans. Preparing the scenario. Publishing the letter of instruction LOI.

Preparing the terrain. Conducting a rehearsal. The training objectives and the echelon at which the exercise is to be conducted deter-mine how complex these steps will become. For example, at battalion level there may be little or no need to conduct detailed research or to write a planning schedule. Much of the planning can take place during training meetings. However, at division level, research and written planning schedules are necessary.

They can be the key to a successful exercise. The headquarters requesting or conducting the exercise issues an exercise directive. It starts the development process. Before preparing the exercise directive, the exercise planner carefully considers the purpose of the exercise, the objectives stated or implied by the commander, and guidance from higher headquarters.

The objectives are the basis for planning and developing the exercise directive. An exercise directive will Name the exercise director and provide for a staff. These personnel will plan the exercise. Specify what type of exercise to conduct and state its specific training objectives. Indicate the time frame for the exercise, its physical location, and the duration of its execution phase. The location, time, and duration must be consistent with the type of exercise selected, the participating units, and the training objectives.

Prescribe the type and number of participating units. It also provides realistic time and distance experience. The control group renders prompt and logical rulings for all tactical and logistical situations that arise during exercise play.

When player and threat forces make contact, controllers allow the situation to develop until a tactical ruling is indicated or required. Rulings are based on results obtained from war-gaming, based on player-directed actions. The control group assesses casualties and damage and announces engagement rulings. The company players use this information to paint the battlefield picture to the battalion headquarters.

Controllers are allowed free access to player facilities to perform their assigned duties, but they do not interfere with player personnel. In addition to the commander, staff, and subordinate commanders and staffs of the player units, CPXs require controllers and evaluators. The controllers, directed by the chief controller, manage the exercise and cause play to flow to a logical conclusion. The evaluators observe player activities to deter-mine if tasks are performed to preestablished standards at each echelon.

The number of evaluators and their qualifications depend on the scope of the exercise and the tasks or procedures to be evaluated. If an external evaluation has been directed, the chief evaluator will form evaluator teams. It is essential that both controller and player personnel understand the specific job positions and command echelons represented by the control group. The control group represents all persons and units except the job positions and functions specifically represented by the player units.

The exercise control center ECC functions as the player unit higher headquarters. One of the functions of the ECC is to monitor the player actions, situations, and plans. ECC personnel also Maintain controllers' battle maps. Portray the threat force.

Insert incidents and messages. Assess equipment and personnel losses. The chief controller is in charge of the ECC and all subordinate controllers, umpires, and evaluators.

Additionally, the chief controller acts as the higher commander. Staff controllers act as the higher HQ staff. In support of the chief controller, they fight the air-land battles.

They prepare orders, request information, and receive and act on reports and requests from the players. The assistant chief controller acts as the chief controller when necessary and performs as the higher HQ chief of staff for the player units. The service support controller supervises the activities of the service support staff controllers. They prepare orders, request information, and act on requests and messages from players.

OPFOR controllers are responsible for enemy actions according to threat doctrine and order of battle. They show the initial threat situation prepared by the exercise planning group. They also interact with the player company commanders and continually present them with realistic situations using threat tactics. Damage assessment controllers assess personnel and equipment losses and deter-mine when damaged equipment and wounded personnel can be returned to the player for use in the CPX.

They do not circumvent actions taken by the players. For example, medical personnel in the exercise determine when wounded personnel can be returned to action. Since the exercise is a training vehicle for the battalion, they do not reveal information unavailable in a real situation.

Communications equipment to replicate the higher headquarters of the player unit. General purpose items such as office supplies, overlay production material, message and journal logs, report forms, unit SOPs, and appropriate reference material.

Equipment required to replicate the TOC of the player units' higher headquarters if the CPX is to be conducted in a field environment.

Appropriate military references field manuals, training circulars. CPXs conducted in garrison require separate buildings or tents large enough to house the control team and player units. The available space should be adequate for the unit's TOC. Provisions should be made for security, visitor reception and briefing, feeding, and vehicle parking. If the exercises are conducted away from the unit's immediate cantonment area, transportation and medical support must also be arranged.

Exercises lasting longer than one day require billeting arrangements. For CPXs conducted in the field, maneuver areas must be large enough for player headquarters to disperse realistically. The control headquarters should be located to obtain the best possible communications and to facilitate travel to and from player headquarters. Facilities to support the control headquarters must also be planned. They provide Visitor reception and briefing. Food service.

Medical aid. The amount of outside support required for the control organization depends on the scope and duration of the exercise. Assistance from outside agencies may be required in the following areas:. Prepackaged battle simulations. Additional communications. Additional map coverage. Maneuver area clearances. Medical support. Sample division CPX controller facility configurations and relationships are shown in the following diagrams. These can be tailored or augmented for use in CPXs con-ducted at other echelons.

These diagrams do not portray specific vehicles or buildings. They are presented to show the personnel, elements, and equipment required and their physical relationships. Controller and player relationships are as shown. These echelons inject realism by forcing units to respond to higher and lower unit needs. Prior to selecting the CPX training mode, the commander should determine whether the personnel chosen to participate are proficient in the individual and collective skills required by their duty positions and assigned units.

Planners must consider the steps listed in Chapter 2. Sufficient time must be allocated to allow for thorough planning and preparation. The size and length of the exercise impacts on the time required for these functions. Players who receive battlefield information directly from controllers must be given additional training on how to convert that information into usable and recognizable formats.

For controller and player training prior to a CPX, planners should consider the following subjects, as appropriate:. Purpose and scope of the exercise. Maneuver area rights and restrictions. Communications plan for the exercise. Use of time delays in message transmission. Controller communications check. Controller reconnaissance of exercise area. After-action reviews. A CPX at the battalion level is normally conceived, planned, and conducted by the commander and his staff.

At higher echelons, planning staffs and controller teams are normally formed to plan, prepare, conduct, and review the exercise.

The commander directing the CPX first approves the objectives, scope, troop list, exercise area, and outline plan of the CPX. Then the player unit commander and selected personnel should be briefed by the controllers. The planning staff completes the exercise LOI and sends it to the player unit for use in planning for the exercise.

Included in this briefing are any changes to the LOI which have not already been announced or any items requiring reiteration. When this portion of the briefing is completed, the chief controller assumes the role of the players' higher commander and is briefed by controllers, who represent the staff.

This briefing sets the stage for the exercise and imparts realism to it. Then he announces that the staff is available for coordination with player counterparts. The players react to the situation and provide information and reports, as appropriate, to higher, lower, and adjacent units. The control group, in its role as the corps, evaluates the player orders for mission accomplishment, fights its own portion of the air-land battle, and responds to player requests for support, as appropriate.

At the same time, company commanders gathered around the battle map in each brigade battle facility fight the battle according to battalion orders. The results of engagements are relayed to the player headquarters as reports and requests that combine to create new situations and continue to portray the battle. The players react to the new situations as they would in combat. The process continues until the CPX is terminated.

At a minimum, the AAR Provides an opportunity for the players and controllers to exchange information, ideas, and lessons learned. An assessment of future threat capabilities is also presented. Exercises conducted at brigade level and above offer an excellent opportunity to conduct a multiechelon AAR.

A battalion-level AAR conducted by battalion controllers for the battalion commander, staff, company commanders, and threat controllers from the brigade battle facility. A brigade-level AAR conducted by the battle facility controller for the brigade commander and staff, battalion commanders, and controllers from the brigade battle facility.

A division-level AAR conducted by the exercise director for the division commander, staff, major subordinate commanders, and selected staff members. Controllers from the ECC and selected controllers from the brigade battle facilities participate in the AAR according to the agenda. Following the division-level AAR, individual sessions may be held for functional areas: intelligence, maneuver, fire sup-port, logistics, and communications.

These discuss the action and interaction of each staff function in detail. Appendix G contains a complete description of the AAR and after-action report. FTXs are high-cost, high-overhead exercises conducted under simulated combat conditions in the field. They exercise command and control of all echelons in battle functions--intelligence, combat support, combat service support, maneuver, communications--against an actual or simulated OPFOR.

They are conducted in a realistic environment using the full combined arms teams. They provide both intersystems and intrasystems training to fight air-land battles, using all unit personnel and equipment.

FTXs must include all attached units. FTXs provide the most realistic environment of all training exercises. FTXs allow participants to appreciate real time and distance factors. FTXs involve several tactical situations in which one or more units participate. They may require movement and communications over long distances.

FTXs do not use live fire. FTXs are used to train the commander, staff, and subordinate units To employ organic weapon systems effectively. To build teamwork and cohesion. To plan and coordinate supporting fires. To plan and coordinate logistical activities to support tactical operations.

FTXs are the only exercises that fully integrate the total force in a realistic combat environment. They involve combat, CS, and CSS units to include battle staff, survivability, and combined arms training. FTXs encompass battle drills, crew drills, situational training exercises, and other types of training to reinforce individual and collective task integration.

FTXs are executed under battlefield conditions. They provide opportunities to practice both offensive and defensive operations. Thus, they enhance the ability of soldiers and leaders to fight and survive on an integrated battlefield. Such training builds teamwork under conditions likely to prevail in time of war and impresses players, commanders, and staffs with the magnitude and scope of planning and operations.

FTXs portray administrative and logistical situations realistically so that player commanders and staffs experience their impact on all aspects of the battle. Doing so familiarizes commanders and staffs with the capabilities, availability, and employment doctrine of EW and NBC assets.

When properly employed, EW assets become a combat multiplier that extends a unit's tactical capability. They provide commanders with nonlethal means, which can accomplish desired results and conserve combat capability. PW play should be realistic. Trained personnel should act as PWs so that interrogators and capturing units get realistic training.

FTX controllers, umpires, or evaluators must consider how players will be affected by the information they input. These inputs should make the players aware of the tactical and logistical situations. The inputs present situations and requirements that will cause players to act. Controllers must not influence play artificially. The control group must render prompt and logical rulings in all tactical and logistical situations that arise.

When the players and OPFOR controllers make contact, the control group allows the situation to develop until a tactical ruling is indicated or required. The control group assesses casualties and damage. It announces rulings in a manner that provides as much realism as possible. These rulings are based on observation of the player units, as well as on results from war-gaming, player-directed actions. Controllers have free access to player facilities so they can perform their assigned duties.

However, they do not interfere with the players. Player unit personnel perform their assigned functions and duties. To do so they create tactical situations which achieve exercise objectives and cause the play to flow to a logical conclusion. Evaluators observe player and OPFOR unit activities and determine whether tasks are performed to predetermined standards. Umpires determine the results of battle engagements, fires and obstacles, and support activities.

They report the results to players, evaluators, and controllers. OPFORs replicate enemy forces in the appropriate size and strength to portray the threat activities realistically at specific times and places on the battlefield. The number of controller, umpire, evaluator, and OPFOR personnel that will be required depends upon the size of the player organization and the objectives of the exercise. Communications equipment that will portray the higher headquarters of the player unit.

General purpose items such as office supplies, overlay production materials, message and journal logs, report forms, unit SOPs, and appropriate reference materials. Equipment that player units at all echelons need to operate in the field for a sustained period.

Appropriate military reference materials. The exercise area should be large enough to allow realistic dispersion of all player units according to AirLand Battle doctrine. See TC for guidance in determining space requirements. The site for the control headquarters should ensure good communications.

The control headquarters should be located where it will support the exercise and allow for easy travel to and from player headquarters. Facilities in support of the control headquarters include Medical service. Hygiene facilities. The amount of outside support required will also depend on the scope and duration of the exercise. Additional communications capability. PHASES Preexercise Prior to selecting the FTX training mode, commanders must determine that subordinate commanders, leaders, and soldiers are proficient in the individual, leader, and collective skills required by their duty positions.

Commanders will also ensure that all squads, platoons, and companies have attained basic proficiency in appropriate ARTEP tasks and missions. This must be done to obtain the appropriate training benefit from maneuvering tactical units while conducting a battalion-or brigade-level FTX. Planners must consider the steps discussed in Chapter 2. OPFOR organization. Rules of engagement. Controller communications checks.

Simple to set up and easier to learn than the barbell or Olympic bar deadlift. Reduces loading shear forces on the lumbar spine. Less chance of getting pulled forward and creating excessive spinal flexion. No hyperextension at lockout. No need for a mixed grip. Allows Soldier to safely lift heavier loads. Enhanced posterior activation and patterning. Increased muscular hypertrophy applicable to most athletic movements. Equipment The Army provided identical equipment, on the same timeline, to all three Army components.

While ACFT testing equipment is not required to train for the ACFT, any significant delays in equipment delivery could have shortened practice-testing timelines in some geographic regions. The app is still evolving to provide the best user experience on all devices. The Army is committed to the health and wellness of our Soldiers during this unprecedented time. The Army encourages Soldiers to maintain their physical fitness while balancing their health and wellness of themselves, their families and their communities.

Soldiers can train for the ACFT 3. The average testing time for a single Soldier is about 50 minutes. The ACFT can be scaled to groups of Soldiers ranging from one to per testing session depending on the number of lanes equipment and graders.

A Company of Soldiers could be tested in a little over two hours using 16 lanes of equipment and testing 64 Soldiers at a time. It is expected that Soldiers conducting the ACFT, properly supervised and trained by their leadership, will not have any unusual risk of injury.

Injuries are possible with any training. The ACFT drives balanced and appropriate physical training that will reduce overuse injuries and unplanned attrition. Conventional wisdom with regards to strength lifts is that reduced load plus increased repetitions plus proper rest equals reduced injuries. A three-repetition maximum deadlift will produce fewer injuries than a one-repetition maximum deadlift since Soldiers are lifting at a lower load.

Hex bars can be significantly easier for untrained Soldiers to learn and execute lifts properly. Hex bars put the Soldier in a more controlled biomechanical posture to promote adherence to precision during the lift. The hex bar lift exerts less spinal loading due to an upright torso than the regular deadlift. The Army tested more than untrained Soldiers with zero reported injuries. Improvements in grip, core and lower body strength will significantly improve combat performance while reducing load-carriage injuries.

Soldiers execute a myriad of complex movements as part of warfighter tasks. While these movements require a baseline of strength, power, speed and endurance, the movements also require a relatively high degree of body coordination, dynamic balance and agility.

Assessment of these dimensions of fitness at high intensity is important to overall movement lethality. Changes in body and hand position varied the levels of workload per repetition. The unsupported or Hand Release Push-up has been designed to increase the force required for each repetition, thereby testing upper body push strength with fewer repetitions. The Hand Release Push-up is also proving significantly easier to grade because it specifies hand placement and permits resting only in the front leaning rest position.

The Hand Release Push-up is designed to have great functional application to many warfighter tasks like getting up quickly for a three-to-five second rush, holding off combatants, and moving obstacles out of the way. This event is simple and easy to learn, mimics many warfighter skills and tasks, and measures anaerobic power and endurance. Every Soldier was capable of executing the Sprint-Drag-Carry to standard with no issues.

It is similar to shuttle-type training exercises that have been part of Army doctrine for several decades and the Interval Aerobic Run test as part of the OPAT.

The Leg Tuck has been a part of Army doctrine FM for more than 10 years and is highly correlated with common Soldier tasks. While there are a myriad of core strength exercises—heel claps, heel taps, leg tuck, ankles to the bar, etc. Improvements in core and upper body strength specifically the muscles on the back of the body — the posterior chain can significantly improve combat performance while reducing load carriage injuries.

The Plank is now one of two authorized assessments for Core Strength. Both assessments will be on a point scale. Because the Leg Tuck requires greater upper body strength, the Plank gives Soldiers the opportunity to successfully demonstrate core strength at a lower intensity while they train to engage the Leg Tuck. Adding a fully scaled test event with a maximum score of points, the Plank aligns with all other ACFT test events. A distance run enables the Army to simply and effectively measure aerobic endurance with large groups of Soldiers.

The Army measures and trains aerobic endurance to allow Soldiers to safely conduct occupationally-specific training and task performance to include moving long distances under load. The ACFT Training Guide recommends sprint intervals seconds, seconds , release run, hill repeats and 10 sprint intervals seconds. Additional guidance can be found in FM and from your master fitness trainers.

The levels were phased out in October You do not need to attend training again. After you have attended training you are encouraged to conduct training at your unit to validate others to the same level you have been trained.

This course does not meet requirements for promotion points and should not be added to an ERB. H2F will optimize Soldier physical and non-physical performance, mitigate injury, improve rehabilitation after injury, and increase the overall effectiveness of the Total Army. From the day they enter the Army until the day they leave, we have cared for the health and fitness of the whole Soldier. H2F consolidates the tenets of various Army health promotion and wellness campaigns and programs e.

H2F represents a cultural shift in the way commanders train, develop, and care for our most important weapon system, our Soldiers. Obesity also impacts a number of Soldiers. Factors including poor sleep, inadequate physical activity, poor nutrition, and suboptimal coping skills, singularly or in combination, have a dramatic negative impact on the future force.

H2F will reduce attrition for these new Soldiers. Additionally H2F training facilities, established for brigade-size elements, will be exclusively dedicated to holistic physical and non-physical training and programming for Soldiers across the force. Each of the brigades will receive H2F Performance Teams, consisting of a wide range of medical and performance enhancement SMEs, equipment and facilities.

The Army has rewritten FM Physical Readiness Training as FM Holistic Health and Fitness, incorporating evidence-based knowledge and best practices for physical, sleep, nutritional, mental, and spiritual programming. H2F must lead cultural change in the Army. To enable this culture change, training in H2F principles will be part of the skills required of Army leaders and embedded in Professional Military Education at all levels.

H2F, similar to previous force-wide modernization efforts like digitalization, must be deployed by unit as a complete system. Piecemeal implementation of selected components will not yield the synergistic effect or achieve the desired end state. Commanders are responsible for its success.

H2F Performance Teams advise commanders on performance readiness issues and integrate H2F into organizational training, mission planning and personnel decisions.

SPRC requirements are approx. Currently, many ARNG units are utilizing existing facility partnerships with high schools, local gyms, and other organizations. The Guard is resourcing H2F by implementing creative solutions including local partnerships, technology apps, mobile platforms, and leveraging subject matter experts in their states.

Some states like Georgia have already innovated ways to close that gap between commanders, the Soldier and their H2F teams. The one-year Pilot program, which includes two pilot tests conducted simultaneously, will assess the feasibility and effectiveness of this model.

Three decades of combat operations, injury statistics, and formal studies have showed the Army that there are strength and power requirements across five domains of combat physical fitness: muscular strength, muscular endurance, aerobic endurance, explosive power, and anaerobic endurance.