Fort Leonard Wood is a thriving and prosperous installation that has evolved from a small basic training post 70 years ago, to the Army Engineer Center 20 years ago, now to a premier Army Center of Excellence that trains more than 75,000 military and civilians each year. The Maneuver Support Center of Excellence develops doctrine and capabilities for the Training and Doctrine Command’s U.S. Army Chemical, Biological, Radiological and Nuclear (CBRN) School, U.S. Army Engineer School and U.S. Army Military Police School, three gender-integrated Initial Military Training brigades, and the largest Noncommissioned Officers Academy in the Army.
Fort Leonard Wood is a proven valued Army investment. We are home to a colonel-commanded Marine detachment and an Air Force detachment, which are both the largest on any Army installation; we also have a large Navy Seabee detachment. We work, train with, and provide support to a U.S. Army Reserve training division and a Missouri National Guard training brigade. Fort Leonard Wood is also home to all of the DOD truck driver training and has a large international student detachment with representation from than over 120 countries. Add to these the strength of our retirees, families, civilians, resident school district presence, and industry and academic liaisons, and you have the full picture of Fort Leonard Wood’s current population served — more than 100,000 competencies and contributions to the Army and nation.
The Maneuver Support Center of Excellence develops competent leaders and warriors of character and delivers total Army Engineer, CBRN, Military Police and Maneuver Support capabilities to enable mission success across the range of military operations.
At the heart of mission success, across the range of military operations, are capable warriors/leaders with unique skills and tools developed at the Maneuver Support Center of Excellence, Fort Leonard Wood.
Command Group and Secretary of the General Staff
The Command Group of the Maneuver Support Center of Excellence (MSCoE), Fort Leonard Wood, assists the commanding general in carrying out his or her duties. These leaders are the MSCoE command sergeant major (MCSM); deputy to the commanding general (DtCG); United States Army Chemical, Biological, Radiological and Nuclear School (USACBRNS) commandant; United States Army Engineer School (USAES) commandant; United States Army Military Police School (USAMPS) commandant; MSCoE chief of staff (CoS); and the Fort Leonard Wood Garrison commander (GC). Each leader is authorized to supervise the execution of all decisions, guidance and policies — interpreting them for subordinates as appropriate. The principal sources of guidance and policies are our Fort Leonard Wood mission and priorities; command policies and directives; MSCoE, regimental and school campaign plans; operation orders and fragmentary orders; and decisions from the MSCoE synchronization meeting and other battle rhythm decision forums. The Fort Leonard Wood chain of command runs directly from the CG through the DtCG/CoS and commandants to the commanders and directors of the major subordinate commands and organizations to include the garrison commander. The DtCG and the CoS are not additional echelons in the chain of command; rather, they serve to assist the CG with full authority to direct mission activities and to implement and enforce the CG’s decisions, guidance and policies. In the absence of the CG, the DtCG will direct mission activities within the center’s core functions; the senior commandant on post will assume responsibility as acting commander for purposes of Uniform Code of Military Justice (UCMJ) and other legal or regulatory matters that require a commanding officer or military general officer.
MSCoE Command Sergeant Major (MCSM)
The MCSM is the CG’s principal adviser on all matters pertaining to the Noncommissioned Officer Corps, discipline, and troop and family welfare. The MCSM is the CG’s closest adviser on nearly all aspects of training, leading, maintaining and caring on the installation. The MCSM closely monitors individual training, enlisted utilization, promotions, discipline and morale of the command. The MCSM is responsible for all assignments and reassignments of enlisted personnel and for review of all awards and noncommissioned officer evaluation reports (NCOERs) that require the CG’s signature. The MCSM also participates in awards boards and is responsible for installation noncommissioned officer professional development.
Deputy to the Commanding General (DtCG)
The DtCG is the continuity and strategic planner for MSCoE and provides enterprise-level recommendations to the CG and works collaboratively with commandants, CoS, GC, NCOA and MSCoE staff to ensure synchronization across the MSCoE enterprise. The DtCG does not constitute a separate echelon of command but acts as the CG’s personal representative and assists in all CG’s roles and as principal adviser and is authorized to give mission direction and guidance on the CG’s behalf for center-level core functions. The DtCG recommends changes to CG executive sessions and other battle rhythm forums, ensures synchronization, eliminates redundancies and optimizes for success. The DtCG acts as the principal executive to oversee actions to manage the organization and oversees the identification, assessment and course of action development for these initiatives and after a decision is made, oversees the implementation of that decision. Once a specific capability is fully mission capable, the responsibilities transfer to the appropriate functional leader or staff principal. The DtCG is also dual-hatted as the CDID Senior Executive Service (SES) and serves as the lead for future and current force capabilities. The DtCG works directly with the commandants as they oversee and integrate capability areas assigned to them based on their professional and military expertise and focuses on developments and integration for protection and MEB, as well as CDID functions and operations. The DtCG speaks on behalf of the CG in these areas. In the CG’s absence, the DtCG serves as the representative for all joint and combined force modernization efforts for the MSCoE and is the default representative in conjunction with the CBRN, EN and MP commandants in capability and structure areas mentioned in the following sections.
Chief of Staff (CoS)
The primary role of the CoS is to coordinate command policies, orders and instructions pertaining to MSCoE, the Fort Leonard Wood installation and its tenant units. He is the focal point for information. The CG’s guidance and direction will normally run directly through the CoS to the appropriate command or agency. Similarly, routine information, communications and feedback will pass through the CoS to the CG, DtCG, school commandants and garrison. The CoS monitors the activities and support of MSCoE and tenant units; ensures coordination among the staffs of Fort Leonard Wood and tenant units; and personally directs, coordinates, and oversees the MSCoE general staff and leaders. He directly supervises the SGS, safety, 43rd Adjutant General Battalion, MSCoE HHC and general staff primaries.
Secretary of the General Staff (SGS)
The SGS office advises MSCoE senior leaders and installation staff on all matters relating to command policy, administration and protocol. The SGS provides administrative, personnel, logistical and information technology support to the MSCoE command element; coordinates and executes all dignitary visits to the installation; and provides coordination and support for all protocol activities for the command element and commandants.
The MSCoE G-1 advises the command group, as well as other staff agencies and supported activities, on all military personnel matters. The G-1 also serves as the MSCoE lead for all military personnel management issues and coordinates directly with TRADOC and Human Resource Command (HRC) regarding officer and enlisted distribution systems, policies and procedures. In addition, the G-1 coordinates with MSCoE’s subordinate and separate units and with the garrison Directorate of Human Resources (DHR) concerning personnel accountability and execution of military personnel programs.
MSCoE G-2 (Intelligence and Security)
The MSCoE G-2, a consolidated staff element, serves as the focus for command and installation security and intelligence programs and activities. The organization provides threat, intelligence and security support to organizations, tenants and activities on Fort Leonard Wood through two branches.
The Intelligence Support Branch employs threat analysts who specialize in threat tactics, doctrine, and equipment development and their impacts on the branch-specific forces missions of the chemical, engineer and military police schools. Attention is also directed toward the Army Capabilities Integration Center through a partnership, verifying accurate threat portrayal is represented in studies, models and simulations.
The G-2 also serves as a stakeholder in Lessons Learned Integration (L2I) and its incorporation into training, ensuring service members receive up-to-date curriculums reflective of the common operational environment.
Lastly, intelligence analysts provide support to Force Protection (FP) through the Intelligence Fusion Cell and present current intelligence to the senior mission commander, garrison commander and associated staff.
The Security Branch administers the command and installation information, information systems, communications, technical, special, industrial and personnel security programs. These security specialists provide security education, training and awareness throughout the installation by conducting staff visits and inspections and with the production and dissemination of multimedia products.
The G2’s Foreign Disclosure Program provides support to international visits, foreign military training, foreign liaison officers and exchange officers, and international requests for information. Through the foreign disclosure officer all briefings, training materials and professional publications intended for international audiences are reviewed to ensure compliance with National Disclosure Policy.
The special security officer provides command support to programs requiring access to sensitive compartmented material.
The Personnel Security Team provides support to all Soldiers and civilians requiring access to classified information or who hold a sensitive position or position of trust by processing personnel security investigations, granting interim security clearances and reporting derogatory information. This branch employs a team approach to solving complex security issues.
The G-2 also operates the Cyber Cafe, providing classified systems access to all installation entities.
The MSCoE G-3/5/7 synchronizes current and future operations across the center; supports the training ranges; manages MSCoE taskings, operations and readiness; develops training products; provides training coordination management and publications support for MSCoE and its branch schools; coordinates training and leader development actions; executes maneuver support instruction; and provides instructional support across the MSCoE.
The G-3 is divided into four major elements: G-3 Training Division, G-33 Operations Division, G-35 Plans Division and G-37 Strategies Division.
The G-3 Division trains and prepares adaptive maneuver support leaders for full-spectrum operations through the development, maintenance and execution of specified TRADOC common, core MSCoE-shared, digital battle command and battle simulations instruction.
The G-3 Training serves as the co-lead for the “Support Current Operations” line of effort in the MSCoE campaign plan.
The G-3 Training is divided into three subordinate elements: Instruction, Facilities and International Military Student Office. Within capabilities, it provides mission command training support and the constructive simulations support to the operational force and reserve component. The G-3 Training operates the Bruce C. Clarke Library and International Military Student Office.
The G-33 Operations Division is responsible for synchronizing current operations for the MSCoE. G-33 serves as the center’s lead for the Initial Military Training line of effort in the MSCoE campaign plan. G-33 coordinates and supports center-level support to the training brigades through the 399th Army Band, the Combat Training Company (CTC) and the Task Force Inactive Ready Reserve (TF IRR). The G-33 is made up of G-33 Operations (Ops), G-33 Support Operations and the G-33 Registrar. The 399th Army Band, the CTC and TF IRR fall under the G-33 purview.
G-33 Operations (Ops) provides day-to-day support to MSCoE operations, manages the master activities calendar, processes taskings and operations orders, and manages readiness reporting.
G-33 Support Operations supports the training mission and range operations and provides range ammunition and water delivery. The G-33 Registrar provides classroom and scheduling support for resources in the MSCoE complex, as well as student records management for officer training courses.
The 399th Army Band has been active at Fort Leonard Wood longer than any other unit, fostering support, morale and esprit de corps. The unit supports events as diverse as graduation ceremonies and changes of command, as well as community events on post, around the state and across the Midwest. With a variety of ensembles ranging from a brass quintet to a ceremonial band to a jazz combo or rock band, the 399th is Fort Leonard Wood’s premier performing ensemble, ready for any venue.
The Combat Training Company (CTC) provides cadre to safely operate ranges in support of the Fort Leonard Wood Initial Military Training mission.
The TF IRR unit mobilizes and demobilizes reserve component and National Guard personnel who are preparing for deployment or garrison operations.
The G-35 Plans Division develops operations plans for MSCoE and the G-3/5/7. G-35 serves as the strategic, long and mid-range planner, developing MSCoE and FLW policy, plans and initiatives. G-35 participates in HQ TRADOC forums to execute the ACP, the TCP and ARFORGEN processes, applying informed knowledge of DOD strategic plans, as well as TRADOC G-3/5/7 mission, priorities, goals and objectives.
The G-37 Division coordinates training and education strategies for the MSCoE, impacting staff and faculty development, facilities, instructional technology, battle command systems and requirements identification. The G-37 serves as the center’s lead for the leader development line of effort in the MSCoE campaign plan. The G-37 is made up of three elements: G-37 Applied Technologies, G-37 Learning Development and Delivery, and G-37 Training Support Systems Integration.
G-37 Applied Technologies staff support the development and maintenance of interactive multimedia, distance learning courseware and smartphone applications for the MSCoE. The G-37 Applied Technologies staff also produce the final copy of training and doctrinal publications (Army, joint and multiservice) for MSCoE branch schools in both paper-based and electronic formats. G-37 Applied Technologies produces the MSCoE and its branch schools’ professional bulletins, manages the MSCoE Lifelong Learning Center, and provides technical support and training to government instructors and training developers on the use of academic content development and management applications.
G-37 Learning Development and Delivery is responsible for all Individual Maneuver Support training development activities across the center. They administer the staff training and professional development program for center personnel involved in education and training development and delivery to include the Career Program 32 intern program.
G-37 Support Systems Integration represents MSCoE training requirements to the Department of the Army, MACOM, and MSCoE forums and coordinates the MSCoE Training Support Enterprise Activities. It provides status and forecasts of training, training development, and training support resources and recommends priority for MSCoE unfinanced requirements associated with training and training support activities.
The G-4 synchronizes all logistics functions supporting MSCoE, provides technical advice and guidance on logistics programs, recommends policies, and develops procedures for matters related to logistics operations and readiness to and for the command group. G-4 also coordinates mission-related logistics functions with all MSCoE schools, brigades, staff elements, directorates and TRADOC G-4, as well as integrating, coordinating and monitoring maintenance and logistics operations with other related functions — such as maintenance and supply — provided through the local Logistics Readiness Center (LRC) and Tank and Automotive Command (TACOM) Ground Support Material Management Directorate (GSMMD) in support of MSCoE.
MSCoE G-6 — Chief Information Office (CIO)
The MSCoE G6-CIO provides command and control, computers and communications information management (C4IM) and information technology (IT) planning and services for MSCoE, its branch schools and their brigades, with a focus on ensuring training and training development missions have voice, data and video capabilities in support of Army Learning Concept for Training and Education 2020-2040.
The G6-CIO partners with the Network Enterprise Center (NEC) in supporting the broad MSCoE customer base with C4IM and IT delivery, infrastructure, and support services in accordance with the service level agreement (SLA) developed between the NEC, as service provider, and MSCoE as the customer. The G6-CIO consists of an IT Modernization and Plans Division, which interfaces with TRADOC, centers of excellence, and key players to program and construct new facilities or modernize existing structures and classrooms, to comply with ALC 2015 intent.
The IT services support division oversees support of training classrooms and life cycle management of the MSCoE’s IT assets, helps identify IT gaps and funding sources, and oversees the pre-CAPR process in conjunction with the customer base.
The G6-CIO also maintains a training classrooms’ help desk with contact number 573-563-CLAS (2527). G6-CIO participates in TRADOC G6 and DA CIO-G6 efforts to execute plans and processes per AR 25-1 and DA Pam 25-1-1, in addition to supporting the ACP, ARFORGEN TCP, and MSCoE CP goals as a mission enabler.
The Knowledge Management Office, in coordination with the G6 and information management, works with key stakeholders to foster awareness of information-sharing, knowledge building and platform alternatives for the MSCoE workforce and customers. It fosters daily collaboration (using KM-WfF websites) among stakeholders combined with leveraged technology to facilitate a learning-focused culture.
The MSCoE G-8 programs, obtains and manages the manpower and fiscal resources required to support the U.S. Army MSCoE’s goals in terms of unit readiness and training, human needs, materiel modernization and future development. The staff provides program management for — and assists and advises — headquarters, staff and units concerning budgeting, manpower, civilian pay, program and management analysis, acquisition management and oversight, and accounting analysis and policy, and manager’s internal controls. MSCoE G8 also provides liaison service between the MSCoE and Defense Finance and Accounting Services (DFAS). For more information, call 573-563-4057.
Program Management and Integration Directorate (PMID)
The Director, PMID, provides centralized management and program integration functions in direct support of the mission activities of the MSCoE. PMID shepherds a wide range of programmatic, budgetary and command-directed initiatives, and establishes processes and systems to ensure that maneuver support needs are identified, understood, prioritized and integrated into TRADOC and Army processes.
PMID is also responsible for the International Armies Program Division (IAPD), which conducts MSCoE-level engagements with NATO and other international organizations and hosts Fort Leonard Wood’s foreign liaison officers.
Foreign Liaison Officers
The MSCoE foreign liaison officers (FLOs) consist of senior officers from Canada, France, Germany, and Italy. They provide and foster links between their armed forces and the U.S. services represented at Fort Leonard Wood.
The office facilitates bilateral (and when applicable, multilateral) work and exchange of information on equipment, doctrine, training and organizations. Given the unique perspectives and experiences (linked to expertise in their respective countries), they are committed to help formulate and cooperate on the development of new concepts, with the aim of enhancing interoperability with U.S. services.
As their countries’ points of contact for information and cultural questions, they are willing to lend assistance when and where possible. For more information, call 573-563-4030.
Quality Assurance Office (QAO)
The QAO provides leadership of three key management enabling programs for the MSCoE: Quality Assurance, Knowledge Management and Lessons Learned.
The Quality Assurance program provides assistance on doctrine, organization, training, materiel, leadership development and education, personnel and facilities (DOTMLPF) processes as they apply to the Army Enterprise Accreditation Standards (AEAS). It ensures the implementation of current and relevant training to educate and support leaders, warriors and forces for full-spectrum operations (FSO) and success in current and future operational environments. The QA program supports training development for The Army School System (TASS) to meet the Army Force Generation (ARFORGEN) requirements with effective educational research and analysis.
QA provides direct support to MSCoE organizations as they manage change in a digital operating environment by researching, developing, consulting, training and executing a series of organizational and user-level enabling technology projects that enhance learning, aid performance and promote synchronization, integration and collaboration. QA connects internal and external users with experts and information that can be rapidly retrieved, quickly vetted into knowledge and securely disseminated anywhere, anytime. It operates communities of practice/purpose through a series of robust knowledge networks and war fighter and professional forums and web portals that foster high levels of participation and engagement.
The Lessons Learned program provides timely and relevant information to the war fighter and force modernization efforts by collecting, analyzing, integrating, disseminating and archiving observations, insights and lessons (OILs), tactics, techniques, and procedures (TTPs), after action reports (AARs), operational records and vetted lessons learned from actual Army operations, experiments and training events in order to win the current and future fight.
Directorate for Counter Improvised Explosive Devices
The Directorate for Counter Improvised Explosive Devices (DCIED) provides analysis, recommendations and courses of action for complex C-IED initiatives to key stakeholders while representing MSCoE as the TRADOC C-IED lead and Army C-IED IPT co-chair. DCIED is comprised of three divisions: Program Management (PM), Capabilities Integration (CI), and Plans and Operations. The PM Division manages annual funding supplements for Training Circular 3-90.119, U.S. Army Improvised Explosive Device Defeat Training, for C-IED initiative solutions that identify emerging capabilities for training Soldiers, leaders and units to operate, survive and win in an environment where IEDs are a significant threat. The Capabilities Integration Division interacts with TRADOC centers of excellence (CoE) to identify, analyze and integrate emerging C-IED solutions (both training and materiel) in support of deploying forces. The Plans and Operations Division integrates daily C-IED actions with TRADOC CoEs for the identification and development of C-IED solutions, implements the TRADOC C-IED campaign plan, and provides governance of Army-wide C-IED training.
Office of the Inspector General
The Office of the Inspector General, in Building 315, advises the commanding general on the readiness and morale of the command. The staff provides assistance to commanders, Soldiers, family members, civilian employees, retirees and others who seek help with problems related to the United States Army. The staff conducts inspections, inquiries and formal investigations as directed by the commanding general, the secretary of the Army, the chief of staff of the Army or the Department of the Army inspector general.
The staff also conducts assistance site visits on post and to remote locations; performs systemic inspections of functional programs including training, logistics, management, community support activities and mobilization; conducts command climate surveys and sensing sessions as directed by the commanding general to assist commanders and directors in assessing the morale of the workforce; monitors the execution of the Installation Organizational Inspection Program and, through teaching and training, improves both inspector and unit capabilities; and provides instruction on the role and philosophy of the inspector general. For more information, call 573-596-0486.
Capability Development and Integration Directorate
The MSCoE Capability Development and Integration Directorate (CDID) develops DOTMLPF-integrated combined arms capabilities for Army and joint forces. The MSCoE CDID:
- Develops protection, maneuver support, chemical, engineer, and military police related concepts, organizations and doctrine.
- Determines materiel and supporting training requirements through the JCIDS process and provides deployable new equipment training (NET) teams.
- Conducts capability-based and DOTMLPF assessments and experiments.
- Conducts Level I and II DOTMLPF integration.
- Provides support to current operations through deployed new equipment training and the Agile Process.
For more detailed information, call 573-563-5231.
Training and Doctrine Development Department
The Training and Doctrine Development Department (TD3) coordinates doctrine, training and leader development staff actions; develops doctrine and training products; edits, publishes and distributes professional bulletins and training products; provides staff training and development; manages the training and doctrine workload program; and provides Automated Systems Approach to Training (ASAT) System administration for MSCoE and associated branch schools. The TD3 is divided into four divisions: Operations and Coordination, Doctrine Development, Training Development and Programming and Development Support.
MSCoE Safety Office
The MSCoE Safety Office (MSO) is responsible for managing the MSCoE commanding general’s safety program.
MSO assists all commanders, directors and civilian supervisors in developing and managing an effective safety program that identifies and eliminates or controls hazards.
The staff develops safety programs and standards, evaluates unit and organization safety programs, inspects safety programs and work areas, evaluates safety aspects of military training operations, ensures that composite risk management is integrated into all activities, performs accident analysis, performs system safety engineering, conducts safety training and publishes a variety of safety awareness information.
MSO is the safety management office for the installation and also the proponent safety office for the entire U.S. Army Engineer, Chemical and Military Police branches. MSO is a consolidated safety office, serving as both the Mission and IMCOM (Garrison) safety office. For more information, call 573-596-0116.
Office of the Staff Judge Advocate
The Office of the Staff Judge Advocate (OSJA) is a multidisciplinary legal office of judge advocates, civilian lawyers, civilian and military paralegals, and support personnel dedicated to enhancing the mission of the United States Army MSCoE and Fort Leonard Wood while serving the legal needs of the Fort Leonard Wood military community. It does this by fairly administering the military justice system as well as effectively carrying out the federal prosecution, Army claims, legal assistance, installation contract law, labor law, environmental law, administrative law and civil litigation programs on Fort Leonard Wood. The OSJA is in Building 315, at the corner of Missouri and Headquarters avenues.
The Trial Defense Service, a separate agency devoted to assisting and defending Soldiers facing nonjudicial punishment, administrative separation proceedings and courts-martial, is on the first floor of the legal building. From January to April, the Fort Leonard Wood Tax Center also operates on the first floor of Building 315.
For more information about legal assistance, claims, magistrate court and the Trial Defense Service, please refer to the Services section of this guide. More information about the OSJA can be found at www.wood.army.mil/sja.
Equal Opportunity Program (Military)
The Equal Opportunity Program formulates, directs and sustains a comprehensive effort to maximize human potential and to ensure fair treatment for all persons based solely on merit, fitness and capability in support of readiness. EO philosophy is based on fairness, justice and equity.
Commanders are responsible for sustaining a positive EO climate within their units. Specifically, the goals of the EO program are to:
- Provide EO for military personnel and family members, both on and off post and within the limits of the laws of localities, states and host nations.
- Create and sustain effective units by eliminating discriminatory behaviors or practices that undermine teamwork, mutual respect, loyalty, and shared sacrifice of the men and women of America’s Army.
The U.S. Army will provide EO and fair treatment for military personnel and family members without regard to race, color, gender, religion or national origin and will provide an environment free of unlawful discrimination and offensive behavior.
43rd Adjutant General Battalion (Reception)
The 43rd Adjutant General Battalion (43rd AG BN) conducts gender-integrated reception, processing, rehabilitation, and discharge operations for Initial Entry Training (IET), One Station Unit Training (OSUT) and prior service Soldiers. Nearly all Soldiers entering the gates of Fort Leonard Wood for training will spend their first few days at the 43rd AG BN receiving equipment, medical and dental screenings, their first Army haircut and initial briefings on a variety of topics. Those first days are critical to ensure the Soldier arrives at their training unit prepared to begin their transition from civilian to Soldier.
U.S. Army Chemical, Biological, Radiological and Nuclear School (USACBRNS)
The USACBRNS commandant/deputy commander for CBRN (DC-C) serves as the commandant and chief of Chemical and Joint Combat Developer. The commandant is responsible for ensuring that the vision for the CBRN profession and regiment is nested and consistent with the CG’s and MSCoE. The commandant serves as the Chemical Branch proponent with primary responsibility for training, leader development and personnel for the branch and works to integrate those into and across DOTMLPF concerns for the branch. The commandant focuses on the needs of the Chemical Force while teaming with the other commandants and the DtCG to recommend to the CG changes to doctrine, organizational and materiel solutions. Using military expertise, the commandant is responsible to the CG to exercise internal lead, in concert with the DtCG (in the dual-hatted CDID SES role), for development and integration of the following: CM force structure and capabilities development for homeland defense, CBRN passive defense and CBRN consequence management. The commandant may speak and brief on behalf of the CG for the same areas. The commandant has primary responsibility for the subordinate brigade — 3rd Chemical (CM) Brigade (BDE). The commandant is responsible for chemical surety but has a requirement for reporting through the center.
3rd Chemical Brigade
1. Soldier Training
- Initial Entry Training, or IET, transforms civilians into Soldiers through eight weeks of intense Basic Combat Training (BCT). This gender-integrated training is conducted by the 1st Battalion, 48th Infantry Regiment; the 2nd Battalion, 10th Infantry Regiment; and the 3rd Battalion, 10th Infantry Regiment to produce values-based, disciplined Soldiers who are trained in basic skills, warrior tasks and battle drills, and are fully prepared for Advanced Individual Training (AIT). New recruits learn the basics of soldiering, such as rifle marksmanship, patrolling operations, military operations in urban terrain (MOUT), drill and ceremony, and basic operations in a field environment. After its successful completion, Soldiers receive their military occupational skill (MOS) training through attendance at the AIT course where they learn the technical skills required of their MOS, while at the same time applying warrior skills.
- CBRN Advanced Individual Training, or AIT: The USACBRNS produces CBRN-trained Soldiers for the Army through an 11-week AIT program that provides the foundation that will allow these Soldiers to immediately contribute to their first unit of assignment. The 84th Chemical Battalion is the gateway for all CBRN Soldiers entering the Army. The battalion produces technically and tactically proficient Soldiers proficient in the fundamentals of Chemical, Biological, Radiological and Nuclear operations. The training includes initial instruction on a variety of CBRN systems in the Army inventory, to include: the Stryker NBCRV (Nuclear, Radiological, Chemical Reconnaissance Vehicle); the Fox Reconnaissance Vehicle; the BIDS (Biological Identification Detection System); various smoke-generating devices; and various decontamination systems and procedures.
- Transportation AIT: The USASCBRNS produces Soldiers not only for the Chemical Corps but also for the Transportation Corps. The 58th Transportation Battalion receives basic training graduates from across the Army, who are designated to become transportation Soldiers, and provides the training necessary to produce motor transport operators capable of driving 5-ton tactical vehicles, petroleum supply vehicles and over-the-road semitrailers.
2. Leader Training
- CBRN officers and noncommissioned officers (NCOs) attend basic, advanced, and specialty CBRN training at Fort Leonard Wood. Instruction focuses on warfare tactics, leadership, combined arms and joint operations, and operations in a CBRN-contaminated environment. International officers from more than 80 countries participate in the leader training programs here at the CBRN School.
3. Specialty Training
- The Civil Support Skills Course is an eight-week course that provides baseline training to the officers and enlisted personnel assigned to a Civil Support Team (CST) in the areas of Chemical, Biological, Radiological and Nuclear (CBRN) detection, identification and emergency response as it pertains to a weapons of mass destruction (WMD) incident/event. Introduces individuals to the tactics, techniques, and procedures (TTP) when planning, operating, and sustaining the force during a WMD incident, as a part of the Incident Management/Command System.
- CBRN Responder is a two-week course that provides baseline training to the officers and enlisted personnel who may respond to hazardous materials/WMD incidents to the Hazardous Materials Technician level. The training meets requirements set by the Occupational Safety and Health Administration (OSHA).
- Mass Casualty Decontamination Course is 10 days in length. This course trains personnel in units assigned to CBRNE Enhanced Response Force Packages (CERFPs), Homeland Response Forces (HRFs), the Defense CBRN Response Force (DCRF), and Command and Control CBRN Response Element (C2CRE) missions within the CBRN Response Enterprise. Training includes familiarization on personal protective equipment (PPE), emergency response in-transit procedures, planning for and selecting mass casualty decontamination sites, and conducting and processing casualties through a mass casualty decontamination site.
- CBRN Dismounted Recon is a two-week course that provides baseline training to the officers and enlisted personnel assigned to Infantry Brigade Combat Team (IBCT) CBRN reconnaissance platoons, Special Forces Chemical Reconnaissance Detachment (CRD), CS Chemical Company Decontamination platoons, any Army organizations designated to deploy and serve in the dismounted reconnaissance capacity and other service components in the areas of CBRN detection, identification and emergency response as it pertains to WMD, tactical battlefield hazards, Chemical/Biological/Radiological (CBR) improvised devices and installation CBRN protection. The course introduces individuals to the tactics, techniques, and procedures (TTP) when planning, operating, and sustaining the force during tactical operations.
- Technical Escort Course is 4.5 weeks in length and provides enhanced tactical training in CBRNE assessment, disablement, elimination, escort, and site remediation/restoration in support of combatant commanders and lead federal agencies.
- NBC Reconnaissance for Brigade Combat Teams is a six-week course that is designed to train officer and enlisted personnel to be Stryker CBRN Reconnaissance vehicle crewmembers in a Heavy Brigade Combat CBRN Reconnaissance Platoon, Stryker Brigade Combat Team CBRN Reconnaissance Platoon and Chemical Company (Maneuver Support) CBRN Reconnaissance Platoon. The Nuclear Biological Chemical Reconnaissance Vehicle (NBCRV) is used in the entire depth of the battle space and will support all levels of war. The system will detect, identify, and sample threat chemical, biological, radiological, and nuclear hazards and selected toxic industrial chemicals (TICs) and toxic industrial materials (TIMs). The platform will determine the limits of and mark contaminated areas and will provide situational awareness through digital CBRN warning and reporting.
- Biological Integrated Detection System (BIDS) Operators Course – is one week and four days in length and trains enlisted (74D) and officer (AOC 74A) personnel to operate BIDS Joint Biological Point Detection System (JBPDS) M31A2.
- Radiological Safety training: The Radiological Laboratory provides courses on basic and advanced radiological safety, and radiological packaging.
- The Joint Senior Leaders Course (JSLC) provides a solid foundation on which DOD senior leaders and flag officers can establish CBRN readiness programs. The JSLC is focused on the operational and strategic level of military and homeland CBRN defense and response operations. Instruction includes special topics presented by experts in the chemical, biological and nuclear defense community, as well as toxic chemical agent training at the Chemical Defense Training Facility.
4. Reserve Component Training
- The USACBRNS 3rd Chemical Brigade provides Initial Military Training (IMT) for all CBRN Soldiers in the United States Army Reserve and National Guard. Noncommissioned Officer Professional Development System (NCOPDS) and MOS-Transition (MOS-T) institutional training for Reserve component Soldiers is instructed by the Army Reserve Chemical Total Army School System (TASS) 3rd Chemical Brigade/102nd Training Division throughout the year. The Reserve Component CBRN Captains Career Course (RC-CMC3) is offered twice each training year by the USACBRNS Drilling Individual Mobilization Augmentees (DIMA) cadre. Under the One Army School System (OASS), the NCOES, MOS-T and RC-CMC3 courses will be available for Soldiers of all components.
- The USACBRNS training facilities are the finest of their kind in the world. Soldiers from all services, including allies from more than 80 countries, train at these facilities, including the Chemical Defense Training Facility (CDTF), Chemical Applied Training Facility (CATF), the Edwin R. Bradley Radiological Laboratory, and the FOX and BIDS simulation centers.
- The CDTF uses toxic chemical agent to train military, DOD civilian and foreign CBRN specialists on operations in a toxic chemical environment. This training demonstrates the reliability of U.S. chemical protective and decontamination equipment, which builds confidence and helps CBRN warfare specialists overcome fear of operating in chemically contaminated environments. The Fort Leonard Wood CDTF continues the tradition begun by the CDTF at Fort McClellan, Alabama. Since 1987, the two facilities have trained more than 75,000 students from all services and 26 foreign countries while maintaining a perfect safety record.
- The CATF centralizes the classroom and hands-on instruction for decontamination operations. This facility boasts a variety of decontamination equipment and vehicles used by all armed services to practice decontamination techniques. CBRN specialists learn the basics of how to properly maintain and decontaminate equipment and personnel in a contaminated environment.
- The Edwin R. Bradley Radiological Laboratory is a unique training facility and holds a license from the Nuclear Regulatory Commission. This facility is the only one in the Army that qualifies individuals in Installation Radiological Protection, Control and Safety, a program that includes maintenance, storage and calibration of radiation indication and computation instruments and radioactive material in installation shops and warehouses.
- The BIDS Training Facility exemplifies major advances in the last five years in our nation’s ability to detect and identify biological agents and attacks. Training in this facility allows instructors to observe, hear and tape all operations conducted during simulate agent detection using computer simulators, workstations and communications systems all designed to ensure that our Soldiers receive the most realistic training and evaluation possible.
- The Lt. Terry CBRN Responder Training Facility was designed to provide for National Guard CST-WMD teams, U.S. Army USACBRNS units with the domestic homeland response mission, DOD emergency response teams, technical escort operations and the Special Forces Chemical Reconnaissance Detachment training. The joint training facility includes CBRN-WMD first-responder individual and certification training and was named in honor of 1st Lt. Joseph Terry.
- The Chemical Corps Museum is part of the MSCoE tri-museum complex. The museum features thousands of artifacts, state-of-the-art exhibits and immersion dioramas. Visitors can follow the history of the Chemical Corps from its organization during World War I to the present day.
U.S. Army Engineer School
The USAES Commandant/Deputy Commanding General for Engineer (DCG-E) serves as the commandant of the Engineer School. The commandant is responsible for ensuring that the vision for engineer profession and regiment is nested with and consistent with the CG’s and MSCoE. This individual serves as the engineer branch proponent with primary responsibility for training, leader development, and personnel for the branch and works to integrate those into and across DOTMLPF concerns for the engineer branch. The commandant focuses on the needs of the Engineer Force while teaming with the other commandants and the DtCG to recommend to the CG changes to doctrine, organizational construct, training and leader development, and materiel solutions. Using military expertise, the commandant is responsible to the CG to exercise internal lead, in concert with the DtCG (in the dual-hatted CDID SES role), for development and integration of the following: EN force structure, CIED defeat the device line of operation (LOO) from the Army CIED training strategy and training standardization, and capabilities development for base camps, geospatial and environmental integration. The USAES commandant may speak and brief on behalf of the CG for the same areas. The school commandant exercises command responsibilities for 1st EN BDE. The general officer in this position serves as principal adviser in all command matters and is authorized to give orders, directions and guidance, which have the same force and effect as those given by the CG.
The USAES provides a progressive program of resident and nonresident training in its quest to provide qualified engineer leaders in an ever-expanding technological Army.
The USAES mission includes teaching engineer officers the tactics, techniques and principles of combat engineering, military engineering, and integration of geospatial and environmental considerations into military operations. USAES activities develop engineer doctrine, individual and collective training products, combined arms training strategies, counter-IED equipment, tactics, techniques and procedures, environmental engineering, engineer support to urban operations, geospatial engineering and their supporting training publications.
While the installation has been a training site for enlisted engineers since its founding in 1941, it was not until 1990 that the United States Army Engineer School moved its officer training from Fort Belvoir to Fort Leonard Wood. In 1995, Navy, Marine and Air Force personnel joined the Army to conduct joint engineer training at Fort Leonard Wood.
As a part of the Maneuver Support Center of Excellence Complex, Lincoln Hall is the headquarters for USAES. Lincoln Hall is the academic building named for Gen. George Lincoln. A Rhodes scholar, Lincoln was promoted to brigadier general at age 38, making him America’s youngest World War II general staff officer. The USAES commandant and the engineer branch staff are in Lincoln Hall, Suite 3617, and can be reached at 573-563-6192.
The USAES consists of the following:
The Directorate of Training and Leader Development develops and integrates engineer and joint engineer training and doctrinal programs, materials and products across the Engineer Regiment and joint engineer community; develops combined arms training strategies (CATS); manages resident and nonresident officer and warrant officer institutional training; and conducts leader training and education. The directorate also coordinates institutional training for deploying active-duty, National Guard and Reserve Engineer forces. Call 573-563-4093 for more information.
The Directorate of Environmental Integration (DEI): As a result of the Dec. 1, 2000, approved Army Environmental Campaign Plan and Operational Directive signed by the undersecretary of the Army and the Army’s vice chief of staff, the USAES was designated the Army (and the branch) proponent for the integration of environmental considerations across doctrine, organization, training, material, leader development, personnel and facilities (DOTMLPF) and within military operations. DEI represents USAES in the day-to-day execution of this mission. In this role, DEI will develop, integrate, evaluate, standardize and synchronize environmental considerations into and across the domains of DOTMLPF.
This will increase awareness and knowledge in Soldiers and civilians to positively affect environmental efficiencies and effectiveness in the conduct of military training and operations. This will ensure sustainable Army training areas and ranges, environmentally considerate leaders and units when operationally deployed, and a program synchronized with the Army’s other four areas of environmental concentration: research, development and acquisition; installation management; operations; and public outreach. Additionally, USAES (DEI) is charged with the collection and dissemination of environmental lessons learned. Call 573-329-1931 for more information.
The Counter Explosive Hazard Center (CEHC) is a component of the U.S. Army Engineer School and was formally established by the Department of Army on Oct. 2, 2005, and serves as the Army’s integrator for all explosive hazard countermeasures. It develops, synchronizes and integrates those countermeasures across the doctrine, organization, training, materiel, leader development, personnel and facilities spectrum to enable mobility in urban and complex terrain. This provides new or emerging capabilities, skills and tools so Soldiers can fight terrorism and institutionalizes new explosive hazard countermeasures to better prepare the Army for future conflicts.
As the primary action agent for Army improvised explosive device defeat proponency, CEHC is the center of excellence in identifying future explosive threats and respective countermeasures. The CEHC is a critical “reach back organization” for the Joint IED Defeat Organization to support asymmetric warfare initiatives and complements the operational and forward-deployed role of the Asymmetric Warfare Group, while maintaining contact with tactical engineer commanders in the fight to better support them.
The deputy assistant commandant Army National Guard and Army Reserve exercises oversight of the total force integration process on behalf of the USAES commandant. For more information, call 573-563-8075.
The Engineer School History Office concentrates on the history of combat engineering since the inception of the Corps in 1775. The Research Collection has approximately 3 million pages of material including reports, studies and organizational documents. The collection also contains more than 30,000 photographs and hundreds of videos and other media. The History Office is charged to support the Engineer School and Regiment with research and analysis, educational support, archival collections and information. For more information, call 573-563-6109/6365.
The U.S. Army Engineer Museum, in Building 1607, houses displays that tell the history of the U.S. Army engineer from 1775 to the present. Exhibit highlights include airborne, amphibious, combat and topographic engineering, as well as bridging, demolitions, land mine warfare and weapons. Adjacent to the Engineer Museum are 13 restored World War II structures, featuring barracks, mess halls, orderly rooms, day rooms and a prisoner-of-war exhibit. Call 573-596-0780 for more information, or visit www.wood.army.mil/usaes/museum.html.
1st Engineer Brigade
The 1st Engineer Brigade trains and develops engineer Soldiers, Sailors, Airmen and Marines for full-spectrum operations to fight and win our nation’s wars. The brigade is comprised of four TRADOC battalions: 31st Engineer Battalion, 35th Engineer Battalion, 169th Engineer Battalion and 554th Engineer Battalion, at Fort Leonard Wood. You can reach the 1st Engineer Brigade Headquarters at 573-596-0224, or visit the brigade website at www.wood.army.mil/usaes/1stenbde.html.
The 31st Engineer Battalion trains and develops disciplined combat engineers and bridge crewmembers ready to immediately contribute to their operational units for full-spectrum operations.
The 35th Engineer Battalion transforms volunteers into disciplined Soldiers and trains sappers at Fort Leonard Wood in order to provide commanders the warriors they need to accomplish their missions.
The 169th Engineer Battalion transforms BCT graduates, prior service, and MOS-T reclassification Soldiers at Fort Leonard Wood; Panama City, Florida; Gulfport, Mississippi; Sheppard Air Force Base, Texas; Goodfellow Air Force Base, Texas; and Fort Belvoir, Virginia, into technically, tactically competent, values-based and Career Management Field (CMF) 12 (12D, 12K, 12M, 12R, 12T, 12W and 12Y) Soldiers. The 169th also conducts battle focus training to ensure CMF 12 vertical and horizontal Soldiers are prepared to contribute on “Day One” in their first unit of assignment.
The 554th Engineer Battalion conducts training to produce technically and tactically competent, values-based engineers (horizontal skills) for the armed services and conducts leader development training to produce engineer leaders (EBOLC, ECCC, 919A, 120A warrant officers 91L Soldiers).
Interservice Training Review Organization
The addition of the Interservice Training Review Organization (ITRO) to the post in 1995 brought Sailors, Marines and Airmen to the brigade to learn nonservice-unique, technical engineering skills. Since then the brigade has trained all of the Department of Defense’s heavy equipment operators.
The brigade trains approximately 19,000 engineer and ordnance Soldiers (both OSUT and AIT) in 17 different military occupational specialties annually. The 1st Engineer Brigade is the largest engineer brigade in the U.S. Army.
U.S. Army Military Police School
The commandant of the U.S. Army Military Police School (USAMPS) is responsible for ensuring that the vision for MP profession and regiment is nested with and consistent with the CG and MSCoE. The commandant serves as the military police branch proponent with primary responsibility for training, leader development and personnel for the branch and works to integrate those into and across doctrine, organizations, training, materiel, leadership and education, personnel and facilities. The commandant focuses on the needs of the military police force while teaming with the other commandants and the DtCG to recommend to the CG changes to doctrine, organizational construct, training and leader development, and materiel solutions. Using military expertise, the commandant is responsible to exercise internal lead, in concert with the DCG (in the alternate CDID SES role), for development and integration of the following: MP force structure and capabilities development for detainee operations, military working dogs, and nonlethal and scalable effects. The commandant may speak and brief on behalf of the CG for the same areas; exercises command responsibilities for 14th Military Police Brigade; serves as principal adviser in all command matters; and is authorized to give orders, directions and guidance, which have the same force and effect as those given by the CG.
The United States Army Military Police School (USAMPS) is a multiservice training facility that provides technical policing, investigations, police intelligence, corrections instruction and combat support military police training, including security and mobility support, police operations and detention operations to more than 16,000 Army, Air Force, Navy, Marine, civilian and foreign students annually.
As the Law Enforcement Center of Excellence, the school trains military police leaders and Soldiers to serve across the full spectrum of military operations from stability and support operations to major theater conflicts.
The Military Police School is responsible to ensure integration of all DOTMLPF domains in order to provide the units, equipment and trained personnel necessary to successfully conduct the Military Police Corps missions expected by the combatant commanders.
The USAMPS task organization includes the Directorate of Plans and Operations, Directorate of Training and Education, Directorate of Proponency, Initiatives and Integration, and the Army Non-Lethal Scalable Effects Center. USAMPS coordinates closely and directly with the CDID for MP concepts, doctrine, materiel and organization domains development and the MSCoE Directorate of Training for development and execution of maneuver support common training.
14th Military Police Brigade
The 14th Military Police Brigade is task organized into three battalions. These battalions are responsible for training Military Police Basic Officer Leadership Course B, Captains Career Course, One Station Unit Training of MOS 31B Soldiers, AIT for 31E Soldiers and military occupational skills training (MOS-T) for reclassifying Soldiers. The brigade’s mission is to train and provide combat-ready, disciplined, motivated, physically fit and technically competent military police Soldiers and leaders to combatant commanders inculcated with the Army Values and Warrior Ethos; capable of immediately contributing to their next unit’s mission, and able to survive in any environment.
The 701st Military Police Battalion is responsible for oversight and management of more than 53 technical courses of instruction. The battalion is also the owner and operator of the Army’s premier Detainee Operations Training Facility, Camp Charlie, which replicates detainee facilities within the COE, facilitating training of all initial entry MP Soldiers.
The 787th and 795th Military Police battalions total 15 companies and two headquarters detachments. They provide OSUT, military police Advanced Individual Training and military occupational skills training (MOS-T) to approximately 8,000 newly recruited and reclassifying MP Soldiers annually. The cadre of these three MP OSUT battalions conducts a 19-week course of training, which incorporates lessons learned on the current battlefield. This ensures every graduating Military Police Soldier is prepared to immediately contribute to the Overseas Contingency Operations.
All levels of training are enhanced by some of the most modern training facilities within the U.S. Army. A majority of the premier law enforcement training is conducted at Stem Village, a mock city at Fort Leonard Wood and named in honor of Brig. Gen. David Stem, Military Police Corps Regiment commandant from June 1985 to January 1987.
The village covers 77,670 square feet and is constructed of dual-purpose buildings. For example, a movie theater in the facility also contains weapons training classrooms, including an Engagement Skill Trainer, which simulates marksmanship training for the weapons systems employed by MP Soldiers. Additional USAMPS training facilities include urban operations training area that has been modified to resemble urban terrain that Soldiers will encounter in contemporary operational environments.
The Basic Military Police Training Division trains newly recruited Soldiers and Marines in basic and advanced MP skills utilizing the mock MP station, bar, strip mall and gymnasium. At the same time, the Advanced Law Enforcement Training Division is training nine different courses from special police operations to anti-terrorism and counterdrug. This portion of the village contains a tactical clearing complex for Special Reaction Team and Protective Service training, complete with a credit union, shoppette, health clinic, government quarters and several other buildings the team might encounter on a military base.
Each facility contains surveillance systems, inside and out, to record the training for immediate feedback to the students on what went right and what mistakes need to be corrected. The village also contains mock quarters for the student investigators to train on crime scene processing and child abuse prevention, as well as a mock confinement facility for training military police corrections specialists. TA 210 supports anti-terrorism evasive driving training for students ranging from DOD executive staff drivers to general officers and other select personnel. This facility supports the most realistic evasive driving training the Army has to offer.
Thurman Hall is in the MSCoE complex. Named after Gen. Maxwell R. Thurman, this facility hosts the MP School’s Command Group Headquarters and contains classrooms and high-tech labs for training the MP Corps’ officers and NCOs, investigators, physical security inspectors and CID agents. The third floor contains the latest battlefield simulation system where student leaders enact their plans, while practicing their battle tracking and communication skills.
By providing the best possible training to thousands of Soldiers, Airmen, Sailors, Marines and civilians, the Military Police Corps Regiment helps provide the best protectors in the world who serve with the greatest vigilance while on guard for our nation.
USAMPS is home to the Army Non-Lethal Scalable Effect Center (ANSEC) that is in charge of developing and integrating multiple developmental efforts comprising the Army Non-Lethal Weapons program. Under the auspices of the commanding general, MSCoE as the Army’s designated nonlethal weapons force modernization proponent, USAMPS/ANSEC integrates the NLW DOTMLPPF-P development efforts of multiple TRADOC centers of excellence in coordination with the overarching joint NLW Program.
Timmerberg Forensic Science Building
The Timmerberg Forensic Science Building is an off-site location next to the MSCoE complex. Named after Maj. Gen. Paul M. Timmerberg, this is a 4,700-square-foot facility that contains three classrooms, six crime scene rooms, a mass grave scene, a casting pit and a high-tech lab for training the MP Corps’ Officers and NCOs. Training includes the CID Special Agent Course, Advance Crime Scene Course, Advance Leader Course (ALC), Senior Leader Course (SLC), Warrant Officer Basic Course and Warrant Officer Advance Course.
Maneuver Support Center of Excellence Noncommissioned Officer Academy
The Maneuver Support Center of Excellence Noncommissioned Officer Academy (MSCoE NCOA) is the U.S. Army’s premier NCO academy. The MSCoE NCOA trains selected NCOs and produces motivated, disciplined and skilled sergeants, squad leaders and platoon sergeants through demanding tactical, technical and Army values-based training courses for the chemical, engineer and military police regiments, to include the ordnance NCO basic course and Basic Leader Course (BLC); instills the Warrior Ethos and reviews lessons learned from changing conditions within the contemporary operational environment; and conducts training in accordance with the United States Army Sergeants Major Academy and Proponent School’s Program of Instruction.
The academy has three senior leader courses: Chemical, Engineer and Military Police. Chemical SLC trains CBRN operations NCOs (74D). Engineer SLC trains combat engineer supervisors (12B/C), construction engineer supervisors (12H), construction equipment supervisors (12N) and senior technical engineers (12T). Military police SLC trains military police (31B), internment and resettlement NCOs (31E) and CID special agents (31D).
The academy also has three advanced leaders courses (ALC): Chemical, Engineer and Military Police. Chemical ALC trains CBRN operations NCOs (74D), Engineer ALC trains combat engineer supervisors (21B), bridge crewmember supervisors (21C), construction engineer supervisors (21H), technical engineer supervisors (21T), construction equipment supervisors (21N) and construction equipment repairers (91L). Military Police ALC trains military police (31B), internment and resettlement NCOs (31E), and CID special agents (31D). WLC is a branch immaterial course that provides basic leadership training. For information about the MSCoE NCOA, call 573-563-8022 or visit our website at www.wood.army.mil/newweb/mncoa