ATP 1-20

Military History Operations

June 2014

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+This publication supersedes FM 1-20, dated 3 February 2003.

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Change No. 1

ATP 1-20, C1 

Headquarters 

Department of the Army 

Washington, DC, 20 August 2015 

Military History Operations 

1. Change 1 to ATP 1-20, 9 June 2014, adds the supersession statement to the cover.

2. Modifies transportation requirements in paragraph 4-31.

3. A plus sign (+) marks new material.

4. ATP 1-20, 9 June 2014, is changed as follows:

Remove Old Pages Insert New Pages 

front cover and back of front cover front cover and back of front cover 

pages 4-7 through 4-8 pages 4-7 through 4-8 

5. File this transmittal sheet in front of the publication for reference purposes.

DISTRUBUTION RESTRICTION: Approved for public release; distribution is unlimited. 
By Order of the Secretary of the Army

0$5.$0,//(<

General, United States Army

Chief of Staff 

Official:

GERALD B. O’KEEFE

Administrative Assistant to the 

Secretary of the Army

12501

DISTRIBUTION:

Active Army, Army National Guard, and United States Army Reserve: Distributed in electronic media 

only (EMO).

$731-20, C1 

20$XJXVW

PIN: 104319-001
*ATP 1-20 (FM 1-20)

Distribution Restriction: Approved for public release; distribution is unlimited.

*This publication supersedes FM 1-20, dated 3 February 2003.

i

Army Techniques Publication

No. 1-20

Headquarters

Department of the Army

Washington, DC, 9 June 2014

Military History Operations

Contents

Page

PREFACE..............................................................................................................iii

INTRODUCTION....................................................................................................v

Chapter 1 THE ARMY HISTORICAL PROGRAM.............................................................. 1-1

Importance of Military History............................................................................. 1-1

The Commander’s Responsibilities.................................................................... 1-4

Field History During Army Operations................................................................ 1-4

Field History at Home Station............................................................................. 1-6

Chapter 2 MILITARY HISTORY AND THE ARMY............................................................. 2-1

The Army and the Nation.................................................................................... 2-1

The Integral Role of Military History ................................................................... 2-1

Standards of Army History.................................................................................. 2-4

Guiding Principles for Field Historians ............................................................... 2-5

Chapter 3 ORGANIZATION FOR FIELD HISTORY OPERATIONS.................................. 3-1

Field History Operations ..................................................................................... 3-1

Field History Operations Organization ............................................................... 3-1

Command and Unit Historian Duties .................................................................. 3-3

Other Army Field History Organizations............................................................. 3-4

Other Service Historians..................................................................................... 3-5

Chapter 4 MILITARY HISTORY DETACHMENTS............................................................. 4-1

Military History Detachment Development ......................................................... 4-1

Military History Detachment Organization .......................................................... 4-2

Military History Detachment Employment .......................................................... 4-4

Mission Command Execution............................................................................. 4-6

Military History Detachment Operations Planning.............................................. 4-7

Historical Collections Disposition and Reporting................................................ 4-7

Military History Detachment Support Requirements .......................................... 4-8

Military History Detachment Mission .................................................................. 4-8

Chapter 5 HISTORICAL COLLECTIONS AND REPORTS ............................................... 5-1
Contents

ii ATP 1-20 9 June 2015

Historical Collections and Reporting ...................................................................5-1

Historical Documentation ....................................................................................5-1

Oral Interviews and Histories ..............................................................................5-4

Historical Artifacts ...............................................................................................5-5

Historical Reports and Publications ....................................................................5-5

Records Management.........................................................................................5-7

Chapter 6 FIELD HISTORY PLANNING.............................................................................6-1

The Operations Process .....................................................................................6-1

The Military Decisionmaking Process .................................................................6-2

Field History Operations Planning ......................................................................6-3

Collection Plan ....................................................................................................6-5

Assessment.........................................................................................................6-6

Appendix A ACCESS AGREEMENT FOR ORAL HISTORY MATERIALS......................... A-1

Appendix B ANNUAL COMMAND HISTORY....................................................................... B-1

Appendix C COMMAND REPORT........................................................................................ C-1

Appendix D OPERATIONS DATA REPORT FORMAT........................................................ D-1

Appendix E HISTORICAL ANNEX TO OPERATIONS PLAN AND ORDER....................... E-1

GLOSSARY.......................................................................................... Glossary-1

REFERENCES.................................................................................. References-1

INDEX ......................................................................................................... Index-1

Figures

Figure 1-1. Decisive action .................................................................................................... 1-5

Figure 4-1. Structure of MHD Team A ................................................................................... 4-3

Figure 4-2. Structure of MHD Team B ................................................................................... 4-4

Figure 4-3. Structure of MHD Team C................................................................................... 4-4

Figure 4-4. Notional deployment of MHDs............................................................................. 4-5

Figure A-1. Sample form 7273...............................................................................................A-1

Figure D-1. Sample operations data report format ................................................................D-1

Figure E-1. Sample historical operation plan format..............................................................E-1

Tables

Introductory Table-1. New Army terms ......................................................................................v

Introductory Table-2. Modified Army terms................................................................................v
9 June 2014 ATP 1-20 iii

Preface

Army Techniques Publication (ATP) 1-20 discusses field history operations and provides guidance on the 

organization and employment of Army historians. It details the techniques and procedures for the 

documentation, recording, and preservation of the official history of the Army during combat and contingency 

operations. 

The principal audiences for ATP 1-20 are Army commanders, staffs, leaders, and those Soldiers and civilians 

assigned to historical duties. It outlines responsibilities for commanders and units and the necessary doctrinal 

guidance for unit historical officers (UHO), military history detachments (MHD), and other field historians to

perform historical tasks across the range of military operations.

ATP 1-20 helps commanders, and Army field historians assigned to them, with their responsibilities to ensure

that Army operational history is captured and preserved, with particular attention to command and unit history 

officers and MHDs. It is applicable at all command levels of the operational Army that may deploy and perform

combat and contingency operations. 

The doctrinal principles and procedures in this publication provide guidance and are not prescriptive. However, 

they reflect hard lessons learned over the course of Army history, especially when its operational history was 

not adequately captured or preserved.

Commanders, staffs, and subordinates ensure that their decisions and actions comply with applicable United 

States, international, and, in some cases, host-nation laws and regulations. Commanders at all levels ensure that 

their Soldiers operate in accordance with the law of war and the rules of engagement. (See FM 27-10.)

ATP 1-20 uses joint terms where applicable. Selected joint and Army terms and definitions appear in both the 

glossary and the text. Terms for which ATP 1-20 is the proponent publication (the authority) are marked with 

an asterisk (*) in the glossary. Definitions for which ATP 1-20 is the proponent publication are boldfaced in the 

text. For other definitions shown in the text, the term is italicized and the number of the proponent publication 

follows the definition. 

ATP 1-20 applies to the Active Army, Army National Guard/Army National Guard of the United States, and 

United States Army Reserve unless otherwise stated.

The proponent and preparing agency for ATP 1-20 is the U.S. Army Center of Military History located at 102 

4th Ave, Ft. McNair, DC, 20319. Send comments and recommendations on a DA Form 2028 (Recommended 

Changes to Publications and Blank Forms) to the above address ATTN: AAMH-FPF or electronically to 

mailto:usarmy.mcnair.cmh.mbx.answers@mail.mil.
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9 June 2014 ATP 1-20 v

Introduction

Army Techniques Publication (ATP) 1-20, Military History Operations, is the first historical ATP released 

under Doctrine 2015. It replaces FM 1-20. ATP 1-20 makes numerous changes from the now obsolete FM 

1-20. ATP 1-20 includes a discussion of how the Army organizes for field history operations to ensure that 

Army operations are captured for the historical record. The most significant change is the introduction to 

the various types of military history detachment (MHD) organizations and doctrinal missions. ATP 1-20 

also delineates the principles field historians follow to execute their duties.

ATP 1-20 contains six chapters:

Chapter 1 discusses the Army Historical Program and its component parts, outlines the duties and 

responsibilities of each element in the Army Historical Program, identifies the responsibilities of 

commanders for performing command and unit history programs, and discusses field history during Army 

operations and at home station.

Chapter 2 discusses the integral role of military history, and provides guiding principles for field historians 

to follow when performing their duties and responsibilities.

Chapter 3 discusses how the Army organizes field history operations and the duties and responsibilities of 

historians at each level in the chain of command. It outlines other organizations within the Army and the 

joint force that contribute to Army field history operations. 

Chapter 4 outlines MHD historical development, discusses how an MHD is organized, and discusses how 

MHDs are employed during combat and contingency operations.

Chapter 5 discusses the sources and types of historical materials collected by field historians with 

emphasis on documents, oral interviews, and artifacts. It also provides guidance on historical reporting, 

both formal and informal, at the various levels of the chain of command.

Chapter 6 This chapter describes the military decisionmaking process (MDMP) and planning as it applies 

to performing field history operations.

ATP 1-20 has five appendices that provide guidance on reports and forms. Terms for which this manual is 

proponent and modified Army terms have been added. The glossary contains acronyms and defined terms.

Introductory tables 1 and 2 show the new Army terms and modified Army terms.

Introductory Table-1. New Army terms

Term Remarks

combatant command historian New term and definition.

field historian New term and definition.

historical documents New term and definition.

unit historical officer New term and definition.

Introductory Table-2. Modified Army terms

Term Remarks

historical monograph Modified term and definition.

operations data report Modified term and definition.
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9 June 2014 ATP 1-20 1-1

Chapter 1

The Army Historical Program

This chapter discusses the importance and components of military history. It then 

discusses the commander’s responsibilities and field history during Army operations 

and at home station. 

IMPORTANCE OF MILITARY HISTORY

1-1. Military history provides the foundation for Army training, education, esprit de corps, and 

decisionmaking. The lessons of the past form the doctrines of the future. These lessons are not based on 

poorly recorded or understood events. History is a way to learn about armed conflict in all dimensions. 

Soldiers and units bond and fight with a common historical heritage. History is valuable training for 

everyone from the individual Soldier to the highest-level leaders to make decisions about the Army’s 

future. The recording, analysis and dissemination of past operations and institutional changes, unit lineages, 

and command decisions at all levels are essential for the Army to meet future demands. The Army 

Historical Program ensures that military history meets the needs of the Army and the nation.

ARMY HISTORICAL PROGRAM

1-2. The Army Historical Program preserves, interprets, disseminates, and teaches military history; 

provides historical advice to decisionmakers and their staffs; and stimulates historical mindedness within 

the Army and throughout the nation. This program gives the Army an integrated and resourced network of 

professionals to serve Soldiers. It supports Army-wide decisionmaking by providing historical products and 

services throughout the Army. The Army relies on the program to:

 Preserve the institutional memory of the Army.

 Write the official history of the Army in peace and war.

 Provide historical support in decisionmaking.

 Provide military history instruction in the education of all Soldiers and Army civilians.

 Support leadership and professional development.

 Support public and command information activities.

THE U.S. ARMY CENTER OF MILITARY HISTORY 

1-3. The Center of Military History (CMH) oversees the Army Historical Program and the appropriate 

use of history throughout the United States Army. The center provides historical support to the Army 

secretariat and staff and provides historical information for decisionmaking, staff actions, command 

information programs, and public statements by Army officials. The Chief of Military History acts as the 

executive director of the CMH and provides policy guidance and staff supervision of the Army Historical 

Program, ensures the readiness of the components of the program, and serves as the principal advisor to the 

secretary of the Army and the chief of staff of the Army for all historical matters. CMH responsibilities 

include:

 Researching and writing the official history of the Army along with other historical works.

 Determining and publishing the official lineage of regular Army, U.S. Army Reserve, and Army 

National Guard commands and units and maintaining historical files on all Army units.

 Providing Army-wide staff supervision over Army field history operations during contingency 

and combat operations.

 Serving as the organizational and doctrinal proponent for Army field historians including

military history detachments (MHD). 
Chapter 1

1-2 ATP 1-20 9 June 2014

 Collecting, maintaining, and making historical source materials and publications available to the 

Army. (Note: The CMH is not a component of the Army records management system. It collects 

and maintains selected copies of both official and unofficial documents, materials, and oral 

histories that have historical significance).

 Conducting the international historical program as part of Army security cooperation and 

partnership activities. 

 Managing the Army civilian career program for historians, museum curators and specialists, and 

archivists.

 Certifying active duty and reserve component military historians.

 Establishing policy and standards for Army oral history programs and conducting senior Army 

leaders’ oral history interviews.

 Ensuring accountability of all Army historical artifacts and providing staff supervision of the 

Army museum system.

 Managing Army art activities and the Army art central collection.

 Promoting the study and teaching of military history within the Army.

THE ARMY HERITAGE AND EDUCATION CENTER

1-4. The Army Heritage and Education Center at Carlisle Barracks, PA, educates on Army heritage by 

acquiring, preserving, and making historical records, materials, and artifacts available. The center also 

educates the Army and the public on the central role of the Army in growing, developing, and protecting

the nation. The center supports the Army’s education, research, publication, and communication 

synchronization through public programs, historical holdings, and preservation practices. The staff makes 

its substantial bibliographic and reference resources available to public and private researchers and supports 

military history education throughout the Army. The Army Heritage and Education Center consists of the 

directorate of operations and four subordinate directorates: the U.S. Army Military History Institute, the 

Army Heritage Museum, the Collections Management Directorate, and the Visitors and Education 

Services.

COMBAT STUDIES INSTITUTE

1-5. The Combat Studies Institute at Fort Leavenworth, KS, provides a wide range of military historical 

and educational support to the U.S. Army Combined Arms Center, Training and Doctrine Command, and 

the Army including:

 Researching, writing, and publishing topics important to Army doctrinal and operational 

concerns. 

 Supporting the Training and Doctrine Command school system by authorizing and publishing 

course materials, teaching intermediate level education courses, assessing and revising military 

history training support packages, conducting certification courses for military history 

instructors, and serving as the proponent for the Training and Doctrine Command’s military 

history instructor’s course. 

 Supporting Army leader development efforts, including courses for the Command and General 

Staff College, School for Command Preparation, and School of Advanced Military Studies.

 Conducting and providing information and assistance to live and virtual staff rides. 

 Conducting an oral history program called the Operational Leadership Experience to capture

Command and General Staff College student, faculty, and other Army and military leaders’ 

operational experiences. 

 Supporting the command history program for the Combined Arms Center commander and Fort 

Leavenworth garrison commander.

MILITARY HISTORY OFFICES

1-6. Army Commands, Army Service Component Commands, and Direct Reporting Units establish 

military history offices. These offices are staffed by professional historians or historical officers and 
The Army Historical Program

9 June 2014 ATP 1-20 1-3

directed by a command historian. The CMH inspects and certifies military history offices to ensure 

compliance with standards set forth in Army Regulation (AR) 870-5. The command historian carries out 

the command history program and inspects and certifies the history programs of major subordinate 

commands. Responsibilities of these command historians include the following:

 Establishing a command historical program that includes researching and writing publications of 

historical significance to the command, creating documentary collections, conducting oral 

history interviews, and presenting military history education and professional development 

activities for personnel.

 Preparing historical manuscripts for Army-wide publication.

 Exercising staff supervision over subordinate unit and organizational history programs and 

activities, including biennial staff assistance visits to subordinate command history offices and 

reviewing and evaluating professional historical credentials and qualifications of all candidates 

for command historian positions in major subordinate commands.

 Preparing the command’s annual history or command report.

 Establishing and maintaining historical research collections and organizational history files.

 Responding to historical inquiries from the command, other Army and Department of Defense

units and organizations, veterans’ organizations, and the general public.

 Reviewing and evaluating annual histories and historical work of subordinate commands.

 Supporting professional and leader development including a staff ride program and military 

history education activities. 

 Maintaining liaison with other Army and governmental historical offices, historians, and 

historical organizations. This includes travel to centers of historical activity. 

 Maintaining liaison with counterpart host nation government and military officials in overseas 

commands.

 Preparing, conducting, and preserving oral history interviews with the commander, key active 

duty and retired military, and civilian staff officers. This includes end-of-tour interviews and 

other interviews as directed.

SUBORDINATE COMMAND HISTORIANS AND UNIT HISTORICAL OFFICERS 

1-7. At theater army, corps and division levels an officer or deployable civilian historian is assigned 

primary duty as the command historian. The command historian maintains a command history program. At 

brigade and lower levels, a unit historical officer (UHO) is assigned to conduct the unit history program. A 

unit history is an informal narrative that covers the entire history of a specific unit, written in an 

easy-to-read manner for the benefit of the Soldiers. Each command and UHO is responsible for 

establishing a historical program that includes:

 Research and writing publications of historical significance to the command.

 Creating and maintaining historical document collections.

 Preparing the annual command history.

 Conducting oral history interviews with the commander and key members of the staff.

 Presenting military history education and professional development activities.

 Providing staff expertise for decisionmaking, planning, and operations.

 Exercising staff supervision over subordinate unit and organizational history programs and 

activities. 

1-8. See chapter 3 for a detailed discussion of the organization and duties of command and unit historians.

FIELD HISTORIANS

1-9. A field historian is an Army historian, military or civilian, that serves outside of the Center of 

Military History documenting, recording, and reporting the official history of the Army at the 

command and unit levels. Field historians are the focal point of the Army Historical Program and collect, 

preserve, and present the Army’s history. They interact daily with the Army and participate in command 

and unit activities and operations, provide the essential understanding of organizations, developments, and 
Chapter 1

1-4 ATP 1-20 9 June 2014

conditions at the institutional, operational, and tactical levels for proper collection and preservation of

Army history. Field historians are more than experts in military history—they know Army doctrine and 

organization, plan and coordinate staff, and conduct training and professional education.

1-10. MHDs are small units organized, trained, and equipped to conduct historical operations and augment 

command and unit historians during combat and contingency operations. Their primary mission is ensuring 

the Army’s operational history is captured and preserved. The main effort is on the collection of 

documents, orders and plans, maps, photographs, oral histories, and artifacts related to actions and 

operations. Duties and responsibilities of the MHDs are outlined in Chapter 4.

1-11. Every Soldier in the Army is important to the Army Historical Program. Without them, Army history 

would not exist and the program would have no purpose. For that reason, Soldiers and Army civilians know

their role in unit and command history programs and help Army historians reconstruct individual, unit, and 

command activities and actions. More importantly, Army historians ensure history is included in each 

Soldier’s professional development.

THE COMMANDER’S RESPONSIBILITIES

1-12. Military history is a command responsibility. A commander’s influence, emphasis, and participation 

from battalion to the highest levels are important for the Army Historical Program to be successful. They 

ensure the Army’s history is recorded and that command or unit activities, operations, organizational 

changes, and key events are documented and preserved. Commanders create and sustain aggressive history 

programs. They realize that these programs help accomplish missions develop unit effectiveness. The 

command or unit historian provides staff assistance and expertise to the commander. The commander still 

executes the command’s historical program. Commanders include collection and use of history in their 

daily operations to ensure a functioning command or unit history program. As a minimum, commanders are 

responsible for the following:

 Assigning command or unit historians.

 Providing the historian with direct access to all commanders and their staffs. Command and unit 

historians report directly to, and are rated by, the commander, the chief of staff, or the operations 

officer. Historians are not administrative or public affairs and are not assigned to either the 

battalion or brigade personnel staff officer (S-1) or the command public affairs office.

 Incorporating the historian in all training, planning, and operations. 

 Ensuring the historical record of command or unit activities, organizational changes, and 

operations are documented and reported. See AR 870-5 for documentation instructions.

1-13. Commanders of armies, corps, commands, combat divisions, non-divisional armored and infantry 

brigades, ranger and cavalry regiments, and special forces groups in the regular Army, the Army National 

Guard when in federal service, and the Army Reserve prepare and submit annual histories or command 

reports, as applicable, to the CMH (see paragraphs 5-25 and 5-26 for details). Subordinate organizations to 

these organizations submit those reports to their higher headquarters. Commanders of other units and these 

organizations prepare unofficial unit histories and periodic supplements. Commanders have prepared and 

made histories available to unit members, former members, and the public at large. Unit histories vary 

considerably. A corps or division sized organization, with its greater resources, prepares a historical work 

of greater quality and appeal than a smaller unit. This should not discourage units from preparing record of 

their achievements that their size, mission, and personnel permit.

FIELD HISTORY DURING ARMY OPERATIONS

1-14. Army field historians document, record, and report the Army’s official history at the command and 

unit levels. They collect and retain copies of significant documents and artifacts; conduct interviews of key 

personnel; and document events, activities, and actions of Army commands, units, and individuals. Army 

field historians provide the source materials for researching and writing the Army’s official operational 

history. Equally important, field historians provide historical support to commanders and their staffs during 

planning and operations. 
The Army Historical Program

9 June 2014 ATP 1-20 1-5

1-15. Army field historians know current doctrine. Army doctrine describes how the Army organizes, 

trains, equips, deploys, and employs its forces. This foundation frames the way field historians approach 

their duties. A proficient understanding of how the Army executes its roles and missions enable historians

to collect and report on events and operations. 

1-16. The Army conducts operations within a strategic context defined by the operational environment, the 

character of the friendly force, and the nature of the threat. The operational environment includes

conditions, circumstances, and influences that affect the employment of capabilities and bear on the 

decisions of the commander. Army leaders plan, prepare, execute, and assess operations by analyzing the 

operational environment in terms of the operational and mission variables. Operational variables include: 

political, military, economic, social, information, infrastructure, physical environment, and time. The 

mission variables include mission, enemy, terrain and weather, troops and support available, time available, 

and civil considerations. The interaction of these variables in a situation, domain, area of operations, or area 

of interest illustrates a commander’s operational environment but does not limit it. No two operational 

environments are identical, even within the same joint operations area. Every operational environment 

changes over time. Army leaders consider how evolving relevant operational or mission variables affect 

force employment concepts and tactical actions that contribute to the strategic purpose.

1-17. The Army demonstrates its core competencies through decisive action. Decisive action is the 

continuous, simultaneous combinations of offensive, defensive, and stability or defense support of civil 

authorities tasks (ADRP 3-0). The Army conducts traditional and irregular warfare against conventional 

and hybrid threats. See ADRP 3-0 for further discussion on offensive and defensive tasks and see ADRP 3-

07 for further discussion on stability tasks. Homeland defense and defense support of civil authorities 

represent Army support to U.S. civil authorities for domestic emergencies, law enforcement support, and 

other domestic activities, or from qualifying entities for special events. 

1-18. The emphasis on different elements of decisive action changes with echelon, time, and location. In an 

operation dominated by stability, part of the force conducts simultaneous offensive and defensive tasks to 

establish stability. Within the United States, defense support of civil authorities is the only activity 

conducted. In short, no single element is more important than the others. The combination of the elements, 

which commanders constantly adapt to conditions, are important to successful land operations in achieving 

the end state. Figure 1-1 shows a schematic of the elements of decisive action conducted by the Army and 

the relative weights of each.

Figure 1-1. Decisive action

1-19. Field historians document the environment and operations with collection plans and reports. As with 

the forces they support, field historians adapt their actions to the conditions. They collect accurate 

chronologies of events; key documents; interviews with participating commanders, staffs, and Soldiers; 

representative operational and situation information; friendly force composition, strength, and disposition; 

and anticipated threats during planning and the threats encountered. This allows later historians to recreate 
Chapter 1

1-6 ATP 1-20 9 June 2014

an account of those operations and the transitions and interrelationships between types of operations. 

Equally important, this information benefits commands and units whose official history, lineage, and 

honors depend on accurate and detailed source documents and reports provided by field historians.

 Offensive and defensive tasks require field historians to collect and report on combat and 

supporting operations conducted by the Army. While the Army conducts combat operations in a 

joint and combined command structure, the actions of naval, Marine Corps, other service air 

units, and multinational forces not involved in Army operations are beyond the scope of the 

Army Historical Program.

 Stability tasks require field historians to look beyond the Army’s combat operations. Historical 

documentation includes interactions with other U.S governmental agencies (Department of State 

or Agency for International Development, for example), non-governmental organizations, host 

nation civilians and security forces, multinational military forces, international organizations, 

and the local populace to name a few. Emphasis is on civil-military tasks, interagency 

coordination, and transition of military and security operations from the Army to host nation

military and police forces.

 Army support of civil authorities in the United States includes a range of local, state, and 

national organizations and actors included in historical collection and reporting. In such cases, 

especially when collecting documents and interviews on issues relating to Army-civil authority 

coordination, domestic political and legal sensitivities are understood.

1-20. The Army’s six warfighting functions—movement and maneuver, intelligence, fires, sustainment,

mission command, and protection—inform field history operations and frame how field historians perform 

operations, focus collection efforts, and develop historical reports and histories. Field historians allocate 

their resources carefully. Commanders have a wide range of operations and training they are responsible

for and focus varies by warfighter function. Field historians adjust their historical plans, activities, and 

collection priorities based on their particular commander’s main effort. Each warfighting function defines a 

group of tasks and systems (people, organizations, information, and processes) united by a common 

purpose that commanders use to accomplish mission and training objectives. Depending on the type of 

operation or training performed and the mission and tasks of the command or unit where field historians are 

assigned, certain functions take precedence to determine historical resource allocation and collection 

priorities. Historical resource allocation is the main effort of historical support plans and activities. In 

addition, the effects of the various functions on operations—both positive and negative—are identified 

when possible. Army planners turn to field historians for historical insight on Army operational concepts, 

tactics, or techniques. Planners use field historian analysis for insight into past military operations and 

apply this to the current situation. For example, shortages in supplies or the ability to get them to units may 

affect plans and outcomes. See ADRP 3-0 for a detailed discussion of each warfighting function.

1-21. Field historians are more than observers, recorders, and collectors of information and artifacts. They 

plan and perform operations. They may perform historical analysis of past military operations in the area of 

operations, research historical cases where previous Army commanders face similar conditions or provide 

historical insights on operational concepts, tactics, or techniques applied in the past and offer relevancy to 

current operations. In addition, field historians develop plans and orders detailing historical support to 

operations. These plans ensure collection and reporting is properly weighted according to the types of 

operations conducted and is flexible enough to adjust to changing circumstances. See Chapter 6 for a 

detailed discussion of planning.

FIELD HISTORY AT HOME STATION

1-22. Military history includes more than recounting of actions, battles, or campaigns. It addresses the 

institutional development of the Army. In periods of relative peace or when operational rotations afford 

commands and units the opportunity for reconstitution, reorganization, and training, command and unit 

historians shift their focus to institutional and organizational history. Changes in force structure or end 

strengths; fielding of new or phasing out of older equipment; activation, reflagging, or inactivation of units; 

significant training events; and noteworthy individual actions are documented. In addition, elements of 

commands and units host or deploy to support security cooperation and partnership activities. These require 

historical support equivalent to that provided during active operations. 
The Army Historical Program

9 June 2014 ATP 1-20 1-7

1-23. Command and unit historians execute the command history program while located at home station. 

The commander and staff include field historians in staff training such as command post and field 

exercises. Of particular importance is the establishment and maintenance of the organization’s history file; 

preparing and submitting the annual command history; providing historically-based support to training and 

professional development; and providing historical support to command and unit commemorations and 

events that build cohesion and esprit de corps. 

1-24. Field historian training and professional development is essential to support the Army Historical 

Program. Field historians attend training courses and seminars to improve their ability as military 

historians. Their training and development as Soldiers or Army civilians parallel that of their peers 

throughout the Army. Equally important, field historians participate in all staff training performed by their 

commands and units, including command post and field exercises. MHDs, in addition to individual and 

team training, participate in major Army training rotations to combat training centers and other major 

training exercises. In the end, the military history force of the Army is only as proficient as the training and 

development it receives.
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9 June 2014 ATP 1-20 2-1

Chapter 2

Military History and the Army

This chapter discusses the role of military history in the Army and defines the 

standards of Army history. It then provides the guiding principles for field historians 

to perform their duties and responsibilities.

THE ARMY AND THE NATION

2-1. The story of the United States Army is one of growth, adaptation, and change. The Army as an 

institution changes its organization, materiel, doctrine, and composition to cope with conflict and danger. 

For these reasons, ensuring that the history of the Army—both during combat and contingency operations 

and during periods of peace—is preserved and understood is fundamental to every Soldier, unit, and 

command.

2-2. The Army evolved to fight the nation’s wars. The Army is also a societal force as an institution. 

From its earliest years the Army helped develop the country; explored and guarded the frontier; constructed

roads; provided engineering, transportation, communications, sanitation, and medical support; developed

scientific, organizational, and technical advances; and mitigated domestic emergencies. At the same time,

the Army was a vehicle for social mobility for disadvantaged groups as illustrated by European immigrants 

in the 19th century, African-Americans in the 1950s and 1960s, and Hispanic-Americans today. The 

historical experience in war and peace molded the Army into a blend of long-term regulars and short-term 

citizen Soldiers. Both bring skills and outlooks that shaped each other and the nation. The Army’s history

shows two armies: a regular Army of professional Soldiers and an army of citizens ready to respond to the 

call of emergencies.

2-3. Throughout most of this nation’s existence, its foundations as a constitutional republic and liberal 

democracy with its geographic isolation combined to subordinate in the public mind, the role of force and 

military institutions in its history. Blessed by relatively weak neighbors on the north and south and safe 

behind its ocean barriers, the United States defined its security with its own boundaries and frontiers. The 

military factors important to its birth, development, and heritage are minimized. When scientists started 

conquering space and time in the 20th century and the European system that maintained order in the 19th 

century crumbled under the impact of two world wars, Americans realized their security depended on 

military forces to prevent threats from ever reaching American shores. The nation that began the 20th 

century with a strong sense of security felt insecure five decades later. The Cold War and involvement in 

the overseas contingency operations ended America’s lingering beliefs in isolation and safety. Not since the 

era of the founding fathers has security in a dangerous world become such an urgent issue and national 

defense such a concern.

THE INTEGRAL ROLE OF MILITARY HISTORY

2-4. The history of the Army’s collection and use of military history has moved from informal and 

unofficial origins to today’s Army Historical Program. Unfortunately, it is also one of periodic neglect in 

the face of competing demands.

2-5. The Army’s historical education during the formative years between 1775 and the early decades of 

the 19th Century relied on European military writers, augmented by personal memoirs with individual 

Soldiers that conveyed accounts of leaders and battles written for public. Beyond the efforts of instructors 

and individual Soldiers, the Army lacked structure for the systematic collection, research, publication, and 

study of military history. This is not to say that military history was ignored. Knowledge of past battles and 

leaders are essential to a Soldier’s professional development. Beginning with the continental Army and 

stretching through the curriculum of the newly formed United States Military Academy at West Point, the 
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Army relied on military history for education in its tactical manuals and doctrine. Soldiers studied 

European history and saw their captains and campaigns as the best source of military learning and 

discounted their experiences in frontier warfare and against the British in the Revolution and the War of 

1812. Dennis Hart Mahan, United States Military Academy professor and author of the primary doctrinal 

treatise of the pre-Civil War era, based his writing on a detailed study of Napoleon. This pattern continued 

through the Mexican War, which is the training ground for the future generation of commanders that fought 

the American Civil War. The Army history that was recorded came from memoirs, letters, reports, and 

occasional newspaper articles. The Army did not have an institutional capability and did not document its 

history or learn from its own past.

2-6. The American Civil War changed the Army’s approach to military history. During and after the Civil 

War, the war department compiled the official records of all units. This came from a congressional 

resolution in early 1864 and became a set of 128 volumes of primary documents entitled The War of the 

Rebellion: A Compilation of the Official Records of the Union and Confederate Armies. The government 

published the first volume in 1878 and made the final volumes public in 1901. These volumes continue as 

the source of facts to study this period of U.S. military history. These volumes contain primary sources and 

only present the facts that commanders report. The historical analysis of strategy, campaigns, and decisions 

comes from the memoirs and histories written by officers that served during the conflict. Yet, with the 

advent of formal branch schools and the staff college, military history became a part of Soldier education. 

Additionally, officers such as Emory Upton researched and used history to examine Army organization and 

institutions. This was often done unofficially.

2-7. As the Army entered the 20th Century, military history became more official. In 1902, the war 

department published a two-volume account of the Spanish-American War, including the Philippine 

Insurrection and the China Relief Expedition. These volumes mirrored the Civil War Official Records in 

style and content. Similar to the Civil War records, these volumes consisted of reports and primary 

documents rather than researched studies, serving as the basis for a series of institutional reforms. A year 

later, the Army established the General Staff Corps. This institutionalized military history as “the 

preparation of technical histories of military operations of the United States.” In 1918, the war department 

formed the historical branch under the control of the war plans division. The historical branch wrote the 

history of the Army’s participation in World War I. The war department assigned additional sections to the 

headquarters of General John J. Pershing and the Service of Supply in France. Unfortunately, the branch's 

projected comprehensive 65-volume history of Army participation in World War I never occurred because 

of postwar personnel reductions and Secretary of War Newton D. Baker's apprehension about controversy 

over economic, political, and diplomatic issues. The Army did not publish the official records of the 

American Expeditionary Force in World War I until 1948. Similar to earlier publications, these were 

primary source documents with little analysis. 

2-8. World War II revolutionized how the Army collected, studied, and wrote military history. Less than 

three months into World War II, President Franklin D. Roosevelt directed that 11 executive departments 

and agencies of the federal government preserve their records and capture their administrative experiences 

of the war. The Army expanded this mission including its operational experience. In August 1943, the 

Army reestablished its historical branch, this time in the assistant chief of staff, intelligence (G-2)

intelligence general staff section. The Army leadership saw a need for to collect historical documents and a

narrative analytical history of Army operations. A historical document includes documents, materials, 

and data collected by the field historian to supplement the official record.

2-9. The historical branch’s first mission was to produce a series of operational studies recounting Army 

operations. The Chief of Staff, General George C. Marshall, wanted commands engaged in combat and

those preparing for or supporting the war to have these studies. He also wanted individual Soldiers, 

especially wounded Soldiers, to understand their part in battle. To accomplish this, the historical branch 

activated and deployed information and historical service teams to the theaters of operation, which 

represented the forerunners of today’s military history detachments (MHD). Notable among these teams 

was famed and sometimes controversial historian S.L.A. Marshall. Field historians use his oral history and 

information collection techniques on the battlefield. Higher level commands created history staff sections 

using Soldiers with history backgrounds or, in some cases, personnel external to the command. This 

collection of historical information and its narrative writing of the operations became the armed forces in 
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9 June 2014 ATP 1-20 2-3

action series. Between 1943 and 1947, the government published 14 studies in this project that are available 

from the Center of Military History (CMH).

2-10. A second, much more expanded mission, and one that continued long after the end of the war, 

centered on researching and writing a comprehensive history of Army strategy, operations, and 

organization during the war. This became the U.S. Army in World War II series, frequently called the 

Green Books. To write this series, the Army established a separate historical division in November 1945, 

redesignating this organization as the Office, Chief of Military History (OCMH) in 1950. The Secretary of 

the Army directed the OCMH to research and write a narrative history of Army operations in the conflict. 

The U.S. Army in World War II series ranks among the best scholarly works covering the war and serves 

as a respected baseline for anyone studying World War II. The authors received open access to all historical 

documents and had instructions to prepare their works without prejudice. They presented both the successes 

and failures of the Army in a fair and unbiased method and analyzed why the events occurred as they did. 

Though most of the books detailing Army operations were published within 15 years of the war’s end, the 

final volume was not produced until nearly 50 years after the war ended. 

2-11. The major commitment of the Army into the Korean peninsula in 1950 found Army historians 

engaged in operational and tactical collection, analysis, and writing. The OCMH researched and wrote a 

narrative history of Army operations in the conflict with an expanded mission that included the joint 

command in the Far East. The OCMH retained key historical documents, conducted oral histories 

throughout the chain of command, and collected operational and organizational information. The OCMH 

directed command and unit staffs to preserve records and documents necessary to research and write an 

accurate history of Army operations during the war. Historians were assigned to combat headquarters and 

historical teams deployed to field commands and units, while newly organized MHDs collected historical 

material and conducting interviews down to the unit level. As a result of these efforts, the Army produced 

two narrative-pictorial histories of the war and two small unit action volumes in addition to a five-volume 

historical account similar to the World War II series. By the end of the Korean conflict, the Army 

institutionalized military history as a key organizational component.

2-12. For the next three decades, field historians served throughout the Army and documented operations 

and organizational developments. The OCMH became the Army’s institutional focal point for military 

history. With the large numbers of troops in the Republic of Vietnam in 1965, OCMH created a section that

covered and employed techniques for collection, research, and analysis developed since World War II. 

MHDs deployed to support the divisions and separate brigades in the field, while OCMH retained key 

historical documents, conducted oral histories throughout the chain of command, and collected operational 

and organizational information. Command and unit staffs preserved the records and documents necessary 

to research and write an accurate history of Army operations during the war. As with the two prior wars, a 

large number of volumes were produced and remain in print.

2-13. The post-Vietnam era brought major organizational and doctrinal changes to the Army and military 

played an important part. History became an important piece of the Army’s professional education and 

doctrinal development programs. This sparked extensive studies of past campaigns, expanded historical 

research, and reintroduced the time-tested staff ride. Army historians collected and wrote about Army 

operations and helped develop the future Army. 

2-14. Command and unit historians moved to the forefront of the collection effort. In 1983, Army Rangers 

and a portion of the 82nd Airborne Division conducted an assault on the small Caribbean nation of 

Grenada. Planned in great secrecy and carried out in a matter of days, historical support during the 

operation was limited to unit historical officers (UHO). A unit historical officer is an individual, a 

military or civilian, who is designated as the unit historian and is responsible for military history 

activities. The intervention in Panama in 1989 by elements of the XVIII Airborne Corps and other units 

was documented by the Corps command and subordinate unit historians. Subsequently, deployed historical 

collection teams and MHDs performed interviews and collected historical materials.

2-15. During Operations Desert Shield and Desert Storm in 1990-1991, Army historians deployed 

throughout the joint operations area. Command and unit historians at the Army, corps, and major support 

headquarters to include the divisions and brigades performed interviews, collected documents, and gathered

primary source material. Additionally, deployed field historians and UHOs wrote unit histories. MHDs and 
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2-4 ATP 1-20 9 June 2014

individually deployed historians helped and provided a capability that focused on particular engagements or 

actions, such as the Battle of 73 Easting in southern Iraq. 

2-16. An issue that surfaced during the conflict and became apparent in the following years, centered on 

the want of systematic retention of official records. Within months of the end of Operation Desert Storm, 

many veterans experienced unusual medical symptoms. Severe fatigue, skin diseases, breathing difficulties, 

unexplained weight loss, interrupted sleeping, and severe stress were among the symptoms of a disease 

some began calling Gulf War Syndrome. The Army investigated this rash of symptoms and established a 

pattern of those affected and determined what units Soldiers were assigned to and where those units served 

during the conflict. Unfortunately, with few official records and incomplete historical documentation, it 

took millions of dollars and thousands of man-hours to reconstruct the locations and operations of U.S. 

units. Thousands of veterans and active duty Soldiers faced an uphill struggle to prove they participated in 

combat operations or were potentially exposed to hazards. 

2-17. In the decade of the 1990s, as force levels reduced following the end of the Cold War, Army 

historian positions began to disappear. In many commands, field historian positions were eliminated or 

combined with other duties. In the absence of command and unit historians, MHDs had unit collection and 

reporting responsibilities during contingency operations in Haiti, Somalia, and Bosnia. This illustrated a 

reversal of the trends in the 1970s and 1980s, but it was one forced by budget and personnel cuts. Some 

commanders began overlooking their historical responsibilities.

2-18. Combat operations in Iraq and Afghanistan beginning in 2001 stretched the Army Historical Program

to its limits. The reliance by the Army on digital systems coupled with the demise of the official records 

keeping and management, resulted in collecting and retaining both official records and historical 

documents. Lacking a robust organization of command and unit historians, military MHDs and deployed 

Army historians, both civilian and military, filled the gaps. In many cases, they collected digital data and 

documents and transported it to the CMH for processing. In addition, they conducted oral history 

interviews and recorded the Army’s events and operations. Unfortunately, too many commanders saw the 

MHDs and deployed historians as substitutes for their own staff historians who were eliminated from 

organizational roles in the previous decade. As a result, command and unit historical reporting and 

documentation suffered, as did the directed collection and focus that characterized military history 

operations in previous conflicts. As forces withdrew from Iraq and then Afghanistan and force restrictions 

were imposed, deployed historians and MHDs were not replaced as they returned home. This resulted in 

some commands having little or no historical support. Despite more than a decade of conflict, command 

and unit historians have not assumed the primary position they once held and ad hoc arrangements for 

individual deployments, augmented by military detachments, continue as the norm. 

2-19. The Army holds military history essential to its heritage and development. This is reflected in its 

earliest years with the study of treaties written by others; the development of its institutional history 

program from the collection of reports and primary documents; to the systematic collection, analysis, and 

writing of Army history characterized by the post-World War II period. Subject to budget, personnel, and 

command constraints, the Army field history structure provides a tested, sometimes under resourced,

capability prepared to deploy and support Army combat and contingency operations.

STANDARDS OF ARMY HISTORY

2-20. Military history does not produce solutions for problems and does guarantee success on the 

battlefield. An approach with these goals leads to frustration and biased or inaccurate history. Rather, 

military history affords an understanding of the dynamics to shape the present and enables Soldiers the 

perspective of viewing current and future problems with ideas of how similar challenges were confronted in 

the past. For example, Army force planners may profit from the study of mobilization and force structure in 

World War I and World War II, in dealing with weapons of mass destruction in the 1950s, and the 

challenges of restructuring following the end of the Cold War. The Army’s response in past 

counterinsurgency campaigns has insight on the new threats in the 21st century. If history rarely provides 

concrete answers, it offers insight and understanding. It promotes how to think and not what to think.

2-21. The history of Army operations and activities is not documented or written for public affairs 

purposes. It is not shaped to reflect particular viewpoints, programmatic goals, or institutional agendas. In 
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9 June 2014 ATP 1-20 2-5

the past, military organizations and commands exaggerated achievements of individuals, units, or systems 

while downplaying setbacks. Army field historians guard against these instances and ensure that historical 

documents, reports, and official histories reflect a full accounting of operations or institutional 

developments as they occur. Anything less is a disservice to the Soldiers and Army civilians whose actions 

are documented, those who must learn from them, and to the integrity of the Army as a whole. 

2-22. History cannot be fabricated. Any fabrication corrupts tradition, professional education, and 

tradition. The integrity and standing of Army history, gained over nearly a century of recognized 

excellence, can be permanently damaged. The Army is best served by the careful and unbiased recording 

and analysis of the past. To prevent any potential damages from occurring, the collection, research, and 

writing of Army history is based on impartiality, objectivity, and accuracy. 

IMPARTIALITY

2-23. Army historians must not bring any bias to their duties towards or against a particular course of 

action (COA), outcome, individual, or command. While loyalty to fellow Soldiers and units is part of Army 

discipline and esprit de corps, it cannot taint the collection, analysis, or writing of military history.

OBJECTIVITY

2-24. Historical reporting is based on facts and not conjectures. Narratives and conclusions are derived 

from careful research and analysis of historical sources, not subjective conjecture. 

ACCURACY

2-25. While full documentation of operations rarely is possible, Army history is based on as much accurate 

information collected before, during, and following actions or events. Historical documents and official 

records enable historians to reconstruct events accurately. Historical methods of research and analysis 

ensure sources are vetted and narratives and conclusions are documented.

GUIDING PRINCIPLES FOR FIELD HISTORIANS

2-26. Army historians know the purpose of military history and understand that its relevance is 

proportional to the level of effort applied to its collection and interpretation. Historians know that Army 

history records triumphs, challenges, and failures. Army historians do not judge operations and actions; 

they seek to tell the full story so that others learn from it.

2-27. Field historians are guided by three principles to ensure they are impartial, objective, and accurate. 

These principles are unbiased collection; thorough research and analysis; and clear writing. 

UNBIASED COLLECTION

2-28. History produced by the Army relies on documented events. Unit historical narratives, oral histories, 

and artifacts capture the details and significance of operations, but they can only do this if the unit keeps 

documents that reflect those events. These documents form the basis of a detailed historical narrative of 

events and the eventual official histories. They may consist of plans and orders, reports, tactical and 

operational maps and overlays, briefing slides or presentations, interviews, photographs, and news media or 

public affairs releases. Materials are in either digital or paper format. In either case, the historian identifies

and catalogs materials for easy reference and retrieval. In some cases, historians include copies of records 

in collected materials. Collection is subject to the judgment of the field historian who develops a collection 

plan to provide necessary information to reconstruct events and includes a full collection of materials 

containing multiple views of the action at all levels in the command. Collection cannot be swayed by 

commanders or officials who desire the historical record reflect perceived actions or outcomes and it cannot 

influence how a later researcher interprets actions or operations. As much as possible, historical materials 

present an unbiased and comprehensive set of primary materials that will help the field historian and later 

Army historians research and write an accurate, objective, and full accounting of operations, decisions, and 

actions. More detailed discussion of the types of materials and reports collected is in Chapter 5.
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THOROUGH RESEARCH AND ANALYSIS 

2-29. Research, as carried out by field historians, is an aggressive search for information of historical 

importance. The information may be available in documents or graphic materials and it may have to be 

secured from individuals by means of interviews or personal statements. Field historians couple a firm 

understanding of Army doctrine, organization, and operations with the research skills expected of a 

historian. After collecting the necessary documents and materials, they must apply judgment to determine

fact from perception, identify gaps in the sources and information, and reconstruct events with as much 

accuracy as possible. Particularly in combat operations, determining details of actions can be difficult. 

Orders are rarely executed as planned, memories of participants reflect their experiences and are often 

influenced by the emotions of combat, enemy actions and movements rarely can be reconstructed, and the 

proverbial “fog of war” prevails. For these reasons, field historians analyze documents and materials, crossreference sources to validate facts, perform additional research when necessary, and realize that the 

complete picture of an operation or action may not be available. Determining what may not be known is as 

important as stating what is known. 

CLEAR WRITING

2-30. Historical writing is clear, concise, organized, and to the point. Some historians fail to communicate 

well. They confuse rather than clarify, are wordy rather than concise, and hide main ideas rather than 

getting to the point. Good writers communicate in plain English and choose words with care to convey 

meaning. They avoid trite or vague phrases; stale figures of speech; jargon; acronyms; and pompous, highsounding, and self-conscious literary language. Historical narratives are in active voice, use strong nouns 

and verbs, and include short vignettes to illustrate points or enliven the narrative. However, they should not 

embellish or glorify events or offer judgments of individuals or actions. The narrative recounts events as 

each one occurred.
9 June 2014 ATP 1-20 3-1

Chapter 3

Organization for Field History Operations

This chapter discusses how the Army organizes for field history operations. It then 

discusses duties of command and unit historians. This chapter also discusses other 

Army and Service organizations and how those historians contribute to Army field 

history operations.

FIELD HISTORY OPERATIONS

3-1. Army field historians operate at all levels of command. Those who collect historical materials and 

write historical reports range from command history offices consisting of several historians to single 

individuals serving as additional-duty history officers, military history detachments (MHD), and a host of 

other small teams and individuals whose primary or secondary duties include Army field history 

operations. 

3-2. At the highest level, the Chief of Military History plans and executes the Army Historical Program 

for the Secretary of the Army and the Army Chief of Staff. Army commands, Army Service Component 

Commands, Direct Reporting Units, and corps may include on their organizational tables one or more 

historians tasked to carry out the command history program. At the division or brigade, the unit historian, 

either a permanent or a secondary position, oversees field history operations. At the battalion level, the unit 

historical officer (UHO) compiles the command history. Each level of command down to separate brigades 

and armored cavalry regiments, as well as ranger regiments and special forces groups, is required to 

execute a unit historical program consisting, at a minimum, of regular historical reporting and retention of 

historical files. See AR 870-5 for instructions on reporting.

FIELD HISTORY OPERATIONS ORGANIZATION

3-3. Field history operations are performed in the joint force and service component command 

framework. While Army command and unit historians, as well as MHDs and other field historians, operate 

in the Army component command, overall guidance for historical operations in a joint operations area 

originates with the joint force commander. Nonetheless, per joint doctrine and Department of Defense 

directives, historical collection and documentation of Army operations is the Army’s responsibility. 

Historical materials and reports are forwarded through the Army component chain of command while 

guidance for their collection and submission flows through Army channels.

COMBATANT COMMAND HISTORIAN

3-4. The combatant command historian is the senior joint historian with overall staff responsibility 

for developing historical policy and plans for the combatant command and executing joint historical 

operations within the combatant command’s area of responsibility. When appropriate, the combatant

command historian is the joint operations area historian. This responsibility is normally delegated to the 

command historian of the joint force engaged in operations. The combatant command historian has overall 

staff responsibility for the development of historical policy and planning for the combatant command, 

execution of joint historical operations in the combatant command’s geographic or functional area of 

responsibility, and for developing manning requirements for joint force history offices. 

JOINT FORCE HISTORIAN

3-5. A joint force will assign historian and staff in a joint force history office. The responsibilities and 

operations of the joint force historians are distinct from those of the service component historians. Joint 
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3-2 ATP 1-20 9 June 2014

force historians collect and report joint operations and actions. Those may be service specific. They are not 

responsible for documenting the operations of the service components in the joint force. However, in all 

cases, close coordination of joint and service component military history operations is important to prevent 

duplication and provide the widest historical coverage. The joint force historian serves as a special staff 

officer on the joint force staff with direct access to the chief of staff. Each service provides trained 

historians, on a rotational basis, to serve as the joint force historian and fill positions with the joint force 

history office. In cases where the senior Army commander is also designated as joint force commander, the 

Army command historian (normally theater army or corps) or an attached Army MHD may assume the 

concurrent role of joint force historian along with its Army Service component mission.

ARMY SERVICE COMPONENT COMMAND HISTORIAN

3-6. The Army Service component serves as the senior Army echelon in a joint operations area. It is 

responsible for the administration Soldiers and Army civilians, organizations, units, and installations 

assigned to the combatant command or joint task force. The component command historian is the senior 

Army historian in the joint operations area and oversees staff supervision of Army history operations. This 

includes providing guidance to conduct field history operations and disposition of historical collections, 

deployment of Army historians and MHDs other than those assigned to units providing historical support to 

the commander and staff and preparing command historical reports. Additionally, the Army Service 

Component Command historian supervises Army historians and MHDs and ensures history operations 

support Army commands and units throughout the joint operations area. The command historian serves as a 

special staff officer and reports to the chief of staff. The component command history office includes a 

senior historian, one or more military or civilian Army historians, and support staff. In addition to normal 

command historian duties, (see paragraph 3-9), Army Service Component Command historians also do the 

following:

 Exercise staff supervision over all Army field history operations to include subordinate 

commands, MHDs, and other field historians operations.

 Provide operational planning, establish collection priorities, and coordinate Army history 

operations.

 Provide policy guidance and establish priorities for the collection, disposition, and retention of 

historical documents and materials.

 Serve as staff proponent for the deployment of Army field historians.

 Maintain liaison with the joint force historian and other U.S. and multinational force historians

and host nation government and military officials.

SUBORDINATE COMMAND HISTORIANS

3-7. Each corps or equivalent level command in an Army Service Component Command deploys with a 

command history office staffed with one or more Army historians. Command historians are special staff 

officers and work directly for the commander or the commander’s chief of staff. The command historian is 

a civilian professional historian (GS-170 series) or uniformed officer (skill identifier 5X, field historian). At 

the division level, an officer with skill identifier 5X (field historian) or a civilian professional historian is

the command history officer. 

UNIT HISTORICAL OFFICERS

3-8. At brigade level and below, uniformed officers or noncommissioned officers are UHOs (sometimes 

referred to as unit historians) as either full-time historians or as an additional duty. The UHOs plan and 

execute field history operations at the tactical level in the unit area of operations and are important to the 

Army’s ability to document combat and contingency operations and actions. The UHOs directly access the 

chief of staff or deputy commander. While no skill identifier is required, the UHO needs training for duties 

and an education in history.
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9 June 2014 ATP 1-20 3-3

COMMAND AND UNIT HISTORIAN DUTIES

3-9. The command or unit historian advises the commander on historical matters relating to the 

command; documents the command’s history; provides historical perspective to the commander and staff 

during planning and execution of operations; assists with professional development and training of officers 

and Soldiers; and supports the Army Historical Program through the collection of historical documents and 

artifacts. Command, unit historians, and historical officers, at whatever level in the chain of command, do 

the following:

 Establish and conduct the command or unit historical program.

 Collect and maintain documents, maps, photographs, video and audio recordings, artifacts, and 

other material necessary for the command or unit historical file. 

 Conduct immediate after action interviews and historical collection on topics or operations as 

required.

 Collect and forward information for projects that higher headquarters historical offices complete 

as directed.

 Prepare historical reports, including the annual command history and the command report, for 

commander approval.

 Prepare short studies for the command to provide insight on special tactics, techniques, and 

improvisations used during current or past operations.

 Prepare and assemble historical material to aid with operational planning and training.

 Establish a research collection to provide historical information for current or planned 

operations.

 Conduct planning for field history operations.

 Exercise staff supervision over subordinate unit historians and history officers and assigned or 

attached MHDs or other Army or joint elements that perform history operations in the area of 

operations.

 Maintain liaison with historians from higher headquarters, adjacent units, and subordinate 

headquarters and with joint force historians, other service historians, and multinational forces

historians.

3-10. The command and unit historian is an active member of the commander’s staff and is a part of all 

planning and operational decisionmaking. The historian provides historical information, insights, and 

perspective to help with decisionmaking, operational planning, and combat readiness. In addition, the 

historian draws on military history to support training and leader development, promote morale and esprit 

de corps, and foster historical-mindedness in the command. To most effectively support the commander 

and staff and carry out responsibilities, the historian reviews the operational situation, attends commander 

and staff meetings and briefings, and participates in planning and operations. 

3-11. The command and unit historian plans and coordinates all historical activities in the command and 

provides staff supervision and assistance to subordinate units. A comprehensive plan for historical 

operations is prepared and disseminated throughout the chain of command as an appendix to operation 

plans and orders. See chapter 6 for a detailed discussion of historical operations planning.

3-12. The command or unit historian prepares and submits required historical reports (see chapter 5). This 

is the command or unit historian’s most important responsibility. Command histories occur on an annual 

basis during combat and contingency operations. The command or unit historian prepares and submits 

command historical reports after operational deployments or when directed by higher headquarters. These 

are well-documented, comprehensive narrative historical chronologies of command activities coupled with 

supporting documents that become part of the Army historical record. The commander reviews and 

approves these chronologies. The annual command history consists of an integrated narrative and analytical 

account of the historically significant developments and events that took place in the command during the 

previous year. The command report provides a timely, thorough, and accurate record of significant combat 

and contingency operations. The report consists of historical information in narrative form, a brief analysis 

of issues encountered by the command, and additional insight into operations and actions along with 

supporting documentation.
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OTHER ARMY FIELD HISTORY ORGANIZATIONS

3-13. During combat and contingency operations, the Army deploys specialists and teams tasked with 

documenting the history of Army operations and actions either as a primary or secondary mission. These 

specialists operate throughout the Army and may be assigned down to the brigade level for operations.

MILITARY HISTORY DETACHMENTS

3-14. MHDs carry out directed collection of historical material during combat and contingency operations 

for later use in writing the official history. They are trained and equipped to gather historical documents 

and materials, conduct oral interviews, photograph actions and events, and advise supported units on 

planning and conducting historical operations. The MHD collects historical documents and materials and 

conducts oral history interviews throughout the Army. See chapter 4 for detailed information on the 

organization and employment of MHDs.

ARMY ARTISTS

3-15. The Center of Military History (CMH) sponsors the Army artist program, which establishes criteria 

and standards for combat artwork. The CMH selects Soldier artists to participate in the program. It provides 

logistical and transportation support for deploying Army artists, monitors their activities, and assumes 

custody of the finished artwork. Artists are selected by CMH from Soldier applicants to carry out this 

special assignment. Once deployed to a joint operations area, Army artists temporarily attach to commands 

or units under the staff supervision of command historian or UHO to carry out art projects. Army artists are

assigned to MHDs to simplify planning and execution. 

INDIVIDUAL HISTORIANS

3-16. Individual historians or teams may be deployed for short periods (normally for periods of no more 

than a few weeks) to collect historical materials or provide historical reports on topics or operations. The 

CMH determines the historians’ missions to meet Army leadership requirements. The CMH coordinates 

closely with the Army Service Component Command historian to ensure these historians are fully 

supported during their mission. Once deployed, the historians come under the control of the Army Service 

Component Command for accountability and administrative and logistic support. However, they should 

have maximum flexibility to perform operations throughout the force. 

HISTORICAL ARTIFACT RECOVERY TEAMS

3-17. In cases where particular artifacts, especially those not normally collected or transported by units 

(such as heavy equipment, vehicles, and large weapons systems), military, civilians, or contractors may be 

deployed under the overall supervision of the CMH. They collect, identify, register, and return to the 

United States with significant historical artifacts relating to the Army, multinational forces, and enemy 

forces. These recovery teams fall under the staff supervision of the Army Service Component Command

historian once in the joint operations area, who may attach or assign the teams to subordinate commands or 

units as required for recovery operations. Historical artifact recovery teams require extensive logistic and 

administrative support from the assigned organizations.

LESSONS LEARNED TEAMS

3-18. The Center for Army Lessons Learned deploys teams during combat and contingency operations that 

collect information and perform tactical, technical, and doctrinal analysis with the goal of improving how 

the Army performs operations. These teams are not historians, but do collect substantial amounts of 

information of historical significance and require access to historical materials collected by Army field 

historians. In some cases, lessons learned teams operate in the same areas or with the same units as an 

MHD or other Army historians. For that reason, operations are coordinated and avoid duplicating effort and 

burdening the field historians’ assigned units.
Organization for Field History Operations

9 June 2014 ATP 1-20 3-5

PUBLIC AFFAIRS DETACHMENTS

3-19. While field historians do not perform public affairs activities and are not confused with public affairs 

specialists, their operations often overlap and are mutually supporting. Public affairs detachments provide 

immediate reporting of operations and actions, interview participants, and collect background materials for 

their reports. All are useful historical materials. Similarly, historical materials may be used for public 

affairs. Field historians coordinate with public affairs offices and detachments to determine mutually 

beneficial efforts. 

COMBAT CAMERA TEAMS

3-20. The combat camera team provides tactical visual information of combat and contingency missions to 

support the Department of the Army, the Joint Chiefs of Staff, the Office of the Secretary of Defense, and 

Army and combatant commands. The team provides directed imagery, both video and still, to support the 

decisionmaking from the strategic level through the combatant commanders down to the tactical level. A 

secondary mission is documenting operations and events for historical preservation with imagery. Combat 

camera teams are deployed and supported by the Network Enterprise Technology Command/9th Signal 

Command (commonly referred to as the Army Signal Command). Combat camera teams attach to tactical 

units for short periods of time to provide coverage of events or actions.

OTHER SERVICE HISTORIANS

3-21. The other armed services in the Department of Defense deploy history detachments or teams to meet 

their service historical requirements. Like Army field historians, these historians support the service 

component command and its subordinate commands and units. Frequently, they operate in an Army area of 

operations or are assigned to an Army command or unit to perform historical operations. For example, 

during combat operations in Afghanistan in 2010-2011, Navy MHDs operated to support the Army 

commands due to a shortage of deployable Army detachments. 

AIR FORCE

3-22. Air Force civilian field historians are assigned to commands and units much as in the Army. Air 

Force historians prepare periodic historical reports (annual while at home station and monthly while 

deployed to support contingencies operations of all types) which are forwarded to the Air Force historical 

research agency for long-term retention. Historians respond to requests for information at all levels and in 

all environments. They prepare reports and studies that analyze a wide range of historical and 

contemporary operational issues. 

MARINE CORPS

3-23. In addition to command and unit historians (assigned as additional duties to members of a staff) who 

provide periodic historical reports, the Marine Corps history division deploys individual field historians and 

teams of historians, artists, and photographers. When deployed, these historians are assigned to Marine 

units, usually at the Marine Air-Ground Task Force level. Employment of Marine Corps historians is for 

short periods of time (weeks or a few months) to perform historical collection and research on designated 

topics of interest to the Marine Corps history division. For that reason, Marine Corps historians operate to

support the other forces or in other areas of operation, the exception being when other service or 

multinational forces are assigned to a Marine Air-Ground Task Force for operations.

NAVY

3-24. The Navy history and heritage command deploys history teams, task-organized from members of the 

Naval reserve Navy combat documentation detachment. These teams focus on collecting historical 

materials, including oral history documents, interviews, photographs, and artifacts. Teams are assigned

directly to a senior naval or commander at the task force or fleet level. However, Navy historical teams are 

prepared to deploy to support the other services, although additional training is required for them to do so. 
Chapter 3

3-6 ATP 1-20 9 June 2014

During operations in Iraq and Afghanistan, Navy teams operated in place of Army MHDs to support Army 

commands. Teams vary in size from one to several members.
20 September 2015 ATP 1-20 4-1

Chapter 4

Military History Detachments

This chapter discusses military history detachments (MHD) development and details 

MHD organization and how MHDs are employed. It then discusses operations 

planning, historical collections disposition and reporting, and MHD support 

requirements and mission. 

MILITARY HISTORY DETACHMENT DEVELOPMENT

4-1. MHDs are small teams of officers and enlisted Soldiers that carry out directed collection of historical 

material during combat and contingency operations to use when writing the official history. They are 

trained and equipped to gather historical documents and materials, conduct oral interviews, photograph 

actions and events, and advise supported units on planning and conducting historical operations. The MHD 

collects historical documents and materials and performs oral history interviews throughout the Army. 

MHDs are not substitutes for command or unit historians.

4-2. MHDs first operated during World War II. In late 1943, Lt. Col. S.L.A. Marshall, considered by 

some a pioneer in conducting oral histories and documenting events, went to the Pacific theater with an ad 

hoc history detachment to cover the operations of the 7th Infantry Division. By interviewing groups of 

battle participants immediately after an engagement, Marshall reconstructed events. He freely observed

operations, gathered information, and performed interviews of commanders and Soldiers and brought 

insights not available through official reports. His on-the-scene collection of historical materials produced 

historical information of immediate use to planners and commanders and provided valuable source 

materials to the historical branch of the general staff. 

4-3. The Army institutionalized these ad hoc teams in April 1944 with the creation of information and 

historical service units, which are the direct forerunner of today’s MHDs. The first teams trained by the

historical branch were assigned to the headquarters of the North African theater of operations where they 

initially prepared pamphlets about earlier battles. Teams formed at various levels of command. Located in 

the European, Alaskan, Central, South, and Southwest Pacific theaters, they covered all the activities of the 

Army. These units included an officer who served as the senior historian and Army-level command 

historian, a monograph unit (tasked with writing short operational histories of recently concluded battles or 

campaigns), and several contact teams of up to four historians. Each team documented specific operations 

and actions. A total of nine information and historical service units were formed during the war, 

supplemented by thirty-six additional separate historical teams. In total, the Army assigned nearly 300 

officers and enlisted Soldiers to perform military history operations during World War II.

4-4. Without a clearly defined doctrine and the mixing of public affairs with historical functions, the units 

created their own operational concepts. Few teams existed to ensure every action received coverage. The 

lack of a flexible history organization or command structure prevented the redirection of teams once 

committed. Personnel turnover, administrative and transportation complications, and lack of institutional 

understanding by commanders interfered with the historical teams’ ability to carry out their mission. 

4-5. After World War II, the Army corrected these problems. First, military history separated from public 

affairs. Additionally, the historical teams’ mission placed primary emphasis on collecting documents, 

performing interviews, and preparing immediate post-action reports rather than producing finished 

monographs. Designated as MHDs, they assumed the mission and structure they retain today.

4-6. During the Korean and Vietnam Wars, numerous MHDs deployed to the combat zones. The structure 

of the detachments fluctuated based on situations and Army organizational changes. Some commanders 

were unfamiliar with the role of the MHDs. There was also a scarcity of trained Army historians. This led 

to some confusion with employment of MHDs. Unit commanders viewed MHDs as additional staff officers 
Chapter 4

4-2 ATP 1-20 20 September 2015

or replacements, while some corps and theater level command historians overly centralized history 

operations. This hindered the MHD’s ability to operate freely. The concepts of deploying organized, 

trained, and equipped history teams to collect materials, perform interviews, and capture the details of 

actions and operations continued.

4-7. Since the end of the Vietnam War, MHDs have deployed to support the combat and contingency 

operations. During Operations Desert Shield and Storm, seven MHDs deployed to the joint operations area.

During operations in Iraq and Afghanistan beginning in 2002, more than 60 MHDs rotated into the 

respective combat zones during each conflict. Generally, only one MHD operated with a division level 

command which had two to eight combat brigades assigned or attached. Unfortunately, during Operations 

Iraqi Freedom and Enduring Freedom, the success of MHDs in carrying out their missions had unintended, 

and not always positive consequences. Commanders, confusing MHD responsibilities with those of 

command or unit historians, relied on the MHDs to perform many of the historical responsibilities of the 

command. This restricted MHDs from their primary mission of directed collection. Command and unit 

historical programs, especially historical reports, suffered. As MHDs collected large amounts of data from 

unit electronic files, much of it was unstructured. Although historical material was collected, its quality and 

usefulness remains problematic. Nevertheless, the material collected remains the most extensive 

operational record of the Army in these wars.

MILITARY HISTORY DETACHMENT ORGANIZATION 

4-8. MHDs are attached or assigned to Army commands and units during combat and contingency 

operations to collect historical materials and information and document selected actions and operations. 

MHDs provide a flexible and trained capability for directed history operations and ensure the Army collects 

and retains the necessary historical materials to research and write official history. In general, MHDs are 

capable of carrying out the following tasks:

 Collecting historical documents and materials related to operations or actions.

 Photographing personnel, locations, terrain, and activities of Army units.

 Conducting and recording oral history interviews.

 Developing military history support and collection plans.

 Writing historical summaries and developing annotated chronologies of selected actions and 

operations. 

 Coordinating the activities of MHDs with supported and adjacent commands and units.

 Advising on the collection and retention of artifacts.

 Advising commanders and their staffs on the employment of MHDs and military history 

operations as a whole, including the assistance of command and unit historians to develop plans 

and orders.

4-9. The MHD is not a substitute for the command or unit historian, who is responsible for the command

history program in all its aspects. The MHD does not prepare command historical reports, develop 

command or unit histories or publications, or manage command historical files and records. While MHDs

provide expertise, advice, and assistance to command historians, they conduct historical collection and 

reporting on selected operations and actions. This activity supplements command historical programs.

4-10. MHDs are organized into one of three types of organizations: MHD Team A, MHD Team B, or 

MHD Team C. Each is organized and trained for a mission and set of tasks. In combat and contingency 

operations, the basis for allocation is one MHD Team B assigned or attached to each theater army, corps, 

division, separate combined arms brigade, armored cavalry regiment, and logistical or support command.

MILITARY HISTORY DETACHMENT TEAM A

4-11. MHD Team A supervises MHD operations across a theater army or corps, conducts historical 

collection at the operational level, and assumes the responsibilities of the joint force historian in cases 

where the senior Army commander is the joint force commander. The team plans and oversees all MHD

operations in an area of operations; determines MHD collection priorities; and ensures that MHDs operate

in subordinate commands are properly employed and supported. MHD Team A is assigned to each corps-
Military History Detachments

9 June 2014 ATP 1-20 4-3

level command and to the senior Army command. The team leader reports directly to the chief of staff. As 

shown in figure 4-1, MHD Team A consists of a team commander and deputy team commander and does 

the following:

 Provides staff supervision and direction of all MHDs in the area of operations.

 Develops courses of action and performs operational planning for employment of MHDs

operating in the area of operations.

 Coordinates MHD operations with other Service and multinational force historians.

 When required, assumes the duties of joint force historian with staff supervision over all history 

operations in the force.

 Collects historical materials, conducts oral history interviews, and provides historical reports on 

operations from the operational-level perspective.

Figure 4-1. Structure of MHD Team A

MILITARY HISTORY DETACHMENT TEAM B

4-12. MHD Team B collects historical materials and conducts oral history interviews of tactical operations 

at the corps, division, and brigade levels. MHD Team B conducts field collection and reporting and is not 

employed as command or unit historians. Proper employment of a MHD Team B centers on directed 

collection and documentation of operations or actions. MHD Team B is the main effort of MHD historical 

collection operations. As shown in figure 4-2 on page 4-4, MHD Team B includes a team commander, 

noncommissioned officer in charge, and public affairs specialist and does the following:

 Collects historical materials, conducts oral history interviews, photographs actions and activities, 

and provides historical reporting on operations and actions of Army corps, divisions, and 

brigades and their subordinate units.

 Prepares short historical studies of selected operations, battles, activities, or problems. (Note: a

commander tasks MHD Team B to prepare short monographs on selected topics, so the 

command or unit historian prepares the unit’s operational history or command report and not the 

MHD.)

 Advises the supported commander and staff on employment of the MHD and historical matters 

in general.
Chapter 4

4-4 ATP 1-20 20 September 2015

Figure 4-2. Structure of MHD Team B

MILITARY HISTORY DETACHMENT TEAM C

4-13. MHD Team C augments and reinforces MHD Team A and MHD Team B, with primary focus on 

field collection and reporting actions or operations. MHD Team C provides additional historical 

capabilities to ensure full coverage of Army units or actions. MHD Team C does not operate as an 

independent unit and does not advise or help commanders and their staffs. As shown in figure 4-3, MHD 

Team C consists of a noncommissioned officer in charge and a public affairs specialist. The team does the 

following:

 Collects historical materials, conducts oral history interviews, photographs actions and activities, 

and provides historical reports on operations and actions of units at the company to brigade 

level.

 Reinforces or supports a MHD Team A or MHD Team B.

Figure 4-3. Structure of MHD Team C

MILITARY HISTORY DETACHMENT EMPLOYMENT

4-14. MHDs deploy and are assigned to all levels of command in a joint operations area to include the 

senior Army command or Army component command to the brigade combat team (BCT) level. This 

ensures commanders at all levels have the necessary expertise, historical support, and capabilities to collect 

historical materials. Optimally, MHD Team A supports each theater army and corps headquarters; MHD 

Team B supports each corps, division, and BCT; and MHD Team C reinforces those MHDs as needed to 

ensure full coverage of actions and operations as shown in figure 4-4 on page 4-5.
Military History Detachments 

9 June 2014 ATP 1-20 4-5 

Figure 4-4. Notional deployment of MHDs 

4-15. MHDs, at every level of the command chain work closely with command or unit historians to 

document Army operations and actions. Whereas the command or unit historian is primarily concerned 

with the chronology of events and retaining the necessary documents that ensure the command or unit 

history is recorded, MHDs focus on particular operations or actions, providing a more directed historical 

documentation of events. The primary consideration for employment of MHDs is the collection and 

reporting of historical information related to particular operations and actions of units in the field. The 

MHDs complement but do not replace command and unit historians. MHDs and command and unit 

historians ensure Army operations are fully documented, from command and unit histories and reports to 

the details of operations and actions captured by MHDs. 

4-16. When employing MHDs, commanders and planners consider maximum coverage of operations, 

centralized planning and direction, coordinated execution, and flexible operations. 

MAXIMUM COVERAGE OF OPERATIONS

4-17. MHDs are assigned to commands and units throughout an Army force to ensure that Army 

operations and actions are documented. That may require higher headquarters to periodically reassign 

MHDs in the Army to ensure operations and actions are fully covered. For example, a unit assigned as the 

main effort of a planned operation includes an MHD in its task organization. Alternately, operations or 

actions that have special interest or importance require reassignment of MHDs to collect historical 

information across the force. The requirement to ensure that key Army operations and actions are supported 

by one or more MHD teams guides how and where MHDs are positioned in the force. 

CENTRALIZED PLANNING AND DIRECTION

4-18. Because of the scarcity of MHDs in a joint operations area and the need to ensure that key operations 

and actions are covered by them, planning for the employment and assignment of MHDs requires 
Chapter 4 

4-6 ATP 1-20 9 June 2014

centralized planning and direction. Planning begins at the highest level in the Army and delineates MHD 

missions and tasks, task organization and assignment to subordinate units, command relationships, 

collection priorities, and phasing of historical operations. The MHD Team A assigned at theater army or 

corps-level develops plans and recommendations for the Army force commander on employing MHDs in 

the area of operations, including recommendations for reassignment of MHDs between subordinate 

commands. MHD Team B commanders develop plans, request additional MHD support, and recommend 

MHD employment to support planned subordinate unit actions for the assigned units. 

COORDINATED EXECUTION

4-19. Across the force and throughout the chain of command, the MHD operations and collection priorities 

are integrated so that the historical record of operations and actions are presented as part of a larger 

historical picture. For example, during offensive operations, the first MHD assigned to a corps or division 

collects information and conducts interviews documenting the key factors, phases, and decision points of 

the command as a whole. The second MHD collects information on the unit tasked with leading the main 

attack. The third MHD focuses on the challenges of logistic sustainment for that attack. Together, the three 

MHDs gather historical information of about a particular operation. 

FLEXIBLE OPERATIONS

4-20. Once given a task and assigned or attached to a command or unit, the MHD remains flexible to move 

about the area of operations and collect information to accomplish its mission. MHDs accompany units in 

the field and shift to other units as the situation changes. Commanders and Soldiers are available for 

interviews and do not restrict information (within the limits of operations security) or restrict access to 

locations. 

MISSION COMMAND EXECUTION 

4-21. While the three types of MHD teams possess different capabilities and plan and perform operations 

in close coordination, they are not sub elements of a larger MHD unit or organization for command 

purposes. MHDs are assigned or attached to Army commands and units on a mission basis. This means 

their assignment to a particular command or unit lasts for the duration of a selected operation or action. 

This duration may last a few days or several months. Due to limited logistic and administrative capabilities, 

commands and units the MHDs are assigned or attached to assume the responsibilities inherent in such a 

command relationship. They exercise command authority over the MHDs during that period. Commanders 

are cautioned, however, that MHDs have specified missions and are employed according to their 

capabilities and the nature of their mission. Attempts to task MHD personnel for duties they are not trained 

for or restrict their ability to accomplish their mission should be avoided. 

4-22. MHDs operate best with established lasting command relationships and mutual trust and 

understanding with the assigned command or unit. This happens by assigning MHDs to commands or units 

on a sustained or recurring basis whenever possible. In instances where there is an insufficient number of 

MHDs deployed across the Army, they are consolidated and placed under the command of a higher 

headquarters and attached to subordinate commands or units on a short-term basis. In such cases, MHDs 

remain under staff direction of the higher headquarters’ command historian but report to the supported 

commander for tasking and operations. 

4-23. The MHD commander determines how the team may carry out its mission. The commander plans the 

number, type, and location of collection tasks and publishes the collection plan as an annex to a command 

or unit operations plan or order. This plan is subject to the approval of the MHD’s assigned or attached 

unit’s commander. In special cases, the unit commander may alter the plan and direct a task takes priority. 

In the cases where the guidance contradicts the overall historical operations plan or does not allow the 

MHD to accomplish its primary mission, the MHD commander brings that to the commander’s attention 

for resolution. 
Military History Detachments 

20 August 2015 ATP 1-20, C1 4-7 

MILITARY HISTORY DETACHMENT OPERATIONS PLANNING 

4-24. See chapter 6 for a detailed discussion of Army planning as related to field history operations 

planning. The preliminary survey and the planning considerations guide the planning and execution of 

MHD operations. 

PRELIMINARY SURVEY

4-25. Before assigned to a unit or entering an area of operations, the MHD performs a preliminary survey. 

This allows the MHD to learn past, ongoing, and planned operations; identify key personnel; establish 

initial liaison with units; and determine logistic and support requirements. The survey begins with direct 

contact between the MHD commander and the command or unit historian. Additionally, MHD members 

perform research and collect information on the area of operations and the Army commands and units 

operating in it to develop the necessary understanding essential for performing field history operations. 

PLANNING CONSIDERATIONS

4-26. Planning for MHD operations differs little from that of all Army operations. The MHD commanders 

develop situational understanding of the operation or action where the MHD operates. They visualize the 

MHD end state. This forms the MHD commander’s mission. To meet the end state, the MHD commander 

defines collection goals and operational approach. The MHD commander develops a clear statement of 

intent. This is a clear and concise expression of the MHD operation and the outcome the commander 

anticipates. The MHD commander communicates this to the MHD and the command he or she supports. 

The MHD commander should consider the following critical factors when developing the historical 

operations plan: 

 The mission and commander’s intent of the command or unit where the MHD is assigned. This

includes the operational situation, the threat, and the course of action (COA) of the command or

unit.

 The mission of the MHD and the MHD commander’s intent.

 The type of historical collection plan carried out and its key elements.

 The historical documents and materials collected.

 Assignment of tasks to MHD personnel.

 MHD team member positioning at critical places and times to ensure coverage of the operation

or action.

 Attainment of special equipment, support (including security), and other requirements that

exceed MHD capabilities.

 Command and support relationships with the command or unit the MHD or any of its personnel

accompanies during the operation.

 Historical reporting requirements and disposition of collected historical documents, artifacts, and

other materials.

 Integration of the historical operations plan with the command or unit operations plan or order.

HISTORICAL COLLECTIONS DISPOSITION AND REPORTING 

4-27. The MHD collects historical documents and materials and conducts oral history interviews (see 

chapter 5 for a detailed discussion of historical collections). Historical documents, materials, oral history 

recordings, and transcripts collected by MHDs are forwarded to the Center of Military History (CMH) for 

processing and archiving. They should be forwarded on a periodic basis or upon completion of a 

deployment, whichever proves most practicable. If a commander of the command or unit requests a copy of 

MHD document collections, it should be provided. 

4-28. The types of historical documents and materials collected by field historians, including MHDs, are 

described in chapter 5. At a minimum, MHDs collect and forward the following materials pertaining to 

particular units, operations, or actions. These should be submitted together and be cross-referenced for later 

researchers and historians. 
Chapter 4 

4-8 ATP 1-20, C1 20 August 2015 

 Historical chronology.

 Historian notes.

 Key historical documents (hard copy and/or digital).

 Oral interviews.

 Photographic and video imagery.

4-29. In addition to collecting historical materials, MHDs prepare and submit the operations data report 

(ODR). The operations data report is an annotated chronology of the unit’s operations that will be 

fully supported by an indexed set of key historical documents. It includes the chronology of the 

operation or action, a short discussion of any issues or events of importance (including noteworthy 

individual or unit actions), and an indexed set of supporting historical documents. MHDs submit the report 

to the CMH. They also provide a copy of the report to the command of the unit they support for the unit’s 

own organizational history files. See chapter 5 for additional details on the preparation and submission of 

the ODR. 

4-30. The command or unit historian prepares the command report often with the assistance of a 

supporting MHD. However, the MHD should not prepare this report. The command report provides a 

timely, thorough, and accurate record of significant combat and contingency operations. The report consists 

of historical information, brief analysis, and insights into operations. The original of the command report is 

submitted via the chain of command to the Army Service component commander and a copy is sent to the 

CMH. See chapter 5 for additional details on the preparation and submission of the command report. 

MILITARY HISTORY DETACHMENT SUPPORT REQUIREMENTS 

4-31. +By tables of organization and equipment (TOE), MHDs are equipped with individual equipment 

and personal weapons to operate and survive on the modern battlefield. However, the MHDs rely on 

logistics and limited administrative support from the units to which they are assigned or attached. These 

requirements include providing necessary supplies, medical support, equipment maintenance, billeting and 

feeding, communications, transportation, and routine administration. 

4-32. Mission specific equipment is authorized to all MHDs, including common table of allowance 

computers, additional digital storage devices, document scanners, digital voice recorders, external hard 

drives, and handheld cameras. However, they are reliant on units to which assigned for supply, 

maintenance, and information technology (IT) support. 

4-33. The most important support requirement centers on security. While MHDs are comprised of trained 

Soldiers, their small size and limited capabilities preclude an ability to move independently about the 

battlefield. Depending on the security situation, MHDs are embedded in units or accompanied by security 

detachments when performing history operations. 

MILITARY HISTORY DETACHMENT MISSION 

4-34. Commanders and their staffs may not always fully understand why or how MHDs operate. 

Preferably, MHDs have trained and participated with the units where they operate. However, this may not 

always be possible. All members of an MHD explain their mission, their concept for employment, and the 

importance of military history collection and reporting. MHDs should be prepared, upon assignment to a 

unit, to brief the commander and staff on MHD capabilities and requirements and the areas where the MHD 

helps the unit’s historical officer.

4-35. The most important aspect of MHD operations requires careful explanation and coordination 

concerning the mission of directed collection. This mission requires MHDs focus on particular aspects of 

command or unit activities which differs from the chronological recording of operations or actions. 

Chronological recording or operations or actions is the responsibility of the command or unit historian. By 

dovetailing MHD operations with those of command and unit historians, a more complete historical 

accounting is possible; one that offers the breadth of a command history coupled with the depth of 

collection afforded by an MHD. Both are essential, but separate elements to the Army Historical Program. 
9 June 2014 ATP 1-20 5-1

Chapter 5

Historical Collections and Reports

This chapter discusses the sources and types of historical materials collected by field 

historians with emphasis on documents, oral interviews, and artifacts. It also 

discusses historical reports, publications, and records management.

HISTORICAL COLLECTIONS AND REPORTING

5-1. The Army field historian’s most critical task is collecting and retaining historical materials and the 

concurrent historical reporting of Army operations and actions. The accomplishment of these tasks ensures 

that Army history is documented, researched, and written and presented to the Army and the nation. Failure 

to do so endangers Army history to subjective interpretation. Historical collection and reporting is objective 

and accurate, documenting events and actions as they occur. It cannot be influenced by commanders 

seeking the historical record reflects a certain viewpoint or perceived outcome. Also, it cannot influence 

how later researchers interpret actions or operations. As much as possible, historical materials and reports 

present an unbiased and comprehensive set of primary materials that help both the field historian and later 

Army historians researching and writing an accurate, objective, and full accounting of operations, 

decisions, and actions. Anything less does a disservice to the Army and the nation.

5-2. Researching and writing Army official history depends on collection and retention of two critical sets 

of materials: Army official records and historical documents and materials. Official records consist of 

books, papers, maps, photographs, machine readable materials, and other documentary materials regardless 

of physical form or characteristics, produced by a command or unit carrying out their missions. During 

combat and contingency operations, these include operation plans and orders (including associated 

graphics); operational, intelligence, and readiness reports; official correspondence and communications; 

and official briefings or presentations. Historical materials are not official records but are copies of 

documents and materials collected by the field historian that recount the planning and execution of 

operations or actions. This augments and clarifies information contained in official records. The two 

together enable historians to reconstruct events with accuracy. Official records are maintained through the 

Army Records Information Management System (ARIMS) and are the responsibility of the command or 

unit records manager. Army historians are not records managers. See AR 25-400-2 for more information.

HISTORICAL DOCUMENTATION

5-3. The field historian collects and retains key historical documents. These historical documents are

important to reconstruct operations and actions by Army historians and document the actions of Army units 

during combat and contingency operations. Field historians are selective when determining which 

documents and materials meet this purpose. The attempt to retain all documents produced by a command or 

unit is overwhelming and duplicates Army records management. Historical documents and materials are 

not official records. These documents are copies of official documents and unofficial materials and 

materials that supplement the official record. These copies are most effective when linked to historical 

reports that provide context and understanding of actions or operations. Ideally, historical collections are 

documents and materials collected by field historians and serve as supporting documentation for their 

historical reports.

HISTORICAL DOCUMENTS

5-4. While each operational situation differs, field historians determine the types of historical documents 

to be collected and retained based on their experience and training. The following provides a list of those 

documents that have proven most valuable to the Army Historical Program.
Chapter 5

5-2 ATP 1-20 9 June 2014

 Command and staff journals.

 Operational plans and orders and fragmentary orders.

 Command briefings.

 Operational maps and overlays.

 Situation and intelligence reports.

 Readiness and unit status reports.

 Friendly data, including listings of attached or supporting units and task organizations.

 Enemy data and threat characteristics.

 After action reports.

 E-mail files of principle participants.

 Rosters of key personnel, especially commanders and staff (subject to privacy act restrictions) 

and personnel strength reports.

 Imagery used for planning and execution of operations.

 Individual and unit award recommendations and citations.

 Unofficial documents, such as public affairs releases, memoranda for the record, summaries of 

meetings, e-mail, or other communications (with the approval of those individuals involved), 

photographs and video recordings, and transcripts of interviews or discussions.

 Handwritten notes by commanders or key staff, including those on briefings, plans and orders.

5-5. Most operational documents collected during combat and contingency operations are classified. Until 

these documents are declassified, care must be taken to ensure that these documents are handled, stored, 

and transferred per guidelines outlined in AR 380-5. 

DIGITAL DOCUMENTS

5-6. The Army relies on information technology and digital systems for planning, transmission of plans 

and orders, reporting, and official and unofficial communications. In recent conflicts, most documentation 

of operations occurred digitally. Unfortunately, commanders and their staff overwrite documents as new 

information becomes available or delete files to conserve system storage space. Because of these trends, 

historical documents are available, numerous, and perishable. For that reason, field historians must have 

command authorization to access and copy documents in digital information systems. Coordination with 

the knowledge management officer or information technology officer is necessary. In addition, 

commanders and their staff know of the historical significance of selected documents and retain them in 

their digital files until they can be accessed, copied, and retained by field historians.

CAPTURED DOCUMENTS

5-7. During operations, friendly units capture enemy documents. While priority for the retention and use 

of these documents remains within military intelligence channels, field historians know about these 

documents and record their disposition so they can locate and retrieve these documents. If possible, they 

should make copies of the most significant documents.

PHOTOGRAPHS AND VIDEO IMAGERY

5-8. Both official and unofficial photographs and video imagery enhances historical document collections 

and is included in historical document collections. Combat camera teams and public affairs photographers 

take official photographs and video imagery and provide copies to command and unit historians or military 

history detachments (MHD). Additionally, many Soldiers carry digital cameras, video recorders, or mobile 

phones with cameras and video capabilities. The field historian searches for unofficial photographs and 

videos of potential historical value. This search includes accessing social media sites, personal blogs, and 

photo-sharing sites. Optimal photographs and video imagery are those of commanders and key staff 

members, terrain, facilities, specially modified equipment, and locations of significant combat actions. 

Complete captioning is included for all photographs and includes who, what, where, when and why.
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HISTORIAN’S NOTES

5-9. The field historian’s observations, compiled as written notes, are important primary historical source 

documents. These observations include minutes of meetings and command briefings, observations of 

operations or planning, decisional deliberations and considerations leading to key decisions, and staff 

discussions. Field historians attend the necessary planning sessions and meetings to document staff 

deliberations and decisions. Field historians must accurately record discussions and deliberations and avoid 

inserting personal impressions or subjective information. Historian’s notes should only be used to prepare

historical reports and may be included in whole or part as supporting documents if identified as such.

HISTORICAL ANNOTATED CHRONOLOGY

5-10. The historical chronology is a working document compiled by field historians. It is a short summary 

recorded on a daily basis that lists key events or actions of a unit or operation. This provides information on 

events or actions. The chronology references other documents or materials so that it serves as a baseline 

document that pulls together other elements of the historical collection into a whole for later researchers 

and historians. The chronology is used as a source document to prepare command reports and operations 

data reports (ODR) (see paragraphs 5-25 and 5-26).

ORGANIZATIONAL HISTORY FILES

5-11. All units down to separate company, troop, or battery accumulate and retain significant historical 

materials. Units establish an organizational history file for items such as unit histories, photographs, copies 

of lineage and honors certificates, correspondence about unit lineage and honors, and other material 

relating to the unit's history and traditions. The file is never retired. During periods of inactivation or when 

a unit is unable to maintain it, the file is in a records storage facility and returned when the unit can 

maintain it. Organizational history files include, at a minimum, the following:

 Statements of primary and secondary missions.

 Command or unit chronologies that contain summaries of unit operations, activities, and 

significant events.

 Command and annual history reports and any other reports or publications produced by the 

command or unit.

 Data on organizational flags, coats of arms, and insignia.

 Certificates and citations for unit decorations.

 Public affairs articles and releases pertaining to the command or unit.

 Photographs, certificates, event programs, and other information. Electronic media (video or 

audio tapes, compact discs, and so forth) are also identified.

 A listing of the full names of commanders and dates of command assumption and relief and also 

a listing of key staff members and their periods of service in the command or unit.

 Copies of letters and orders relating to activation, inactivation, redesignation, reorganizations, 

and other changes in status. 

 Copies of lineage and honors certificates.

COMMAND AND UNIT JOURNALS

5-12. A command or unit journal is an official, chronological record of events recorded in digital form by 

one or more staff sections in the headquarters. Journals represent the most important historical documents 

maintained by a command or unit. Because of their historical importance, field historians include copies of 

journals in their document collections. The amount of detail recorded in the journal varies according to the 

extent of command emphasis, the experience of available personnel, and the type of operations. Most also 

contain supporting documents, such as situation or operations reports, plans and orders, memos, or briefing 

slides. Journals are considered official records and subject to records management procedures.
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HISTORICAL RESEARCH COLLECTIONS

5-13. Army Service Component Command and subordinate commands at the corps-level establish and 

maintain command historical research collections. The collections provide the basis for original research 

and preparation of the command’s narrative history. Additionally, the collections provide historical 

perspective to decisionmaking, support leadership development programs, facilitate transitions in 

command, and support ongoing operations. Command historians coordinate with staff division chiefs, 

action and project officers, and other key personnel to ensure documents, oral interviews, visual images, 

and other source materials pertaining to historically significant operations and events are retained in the 

historical research collection.

DOCUMENTATION OF CAMPAIGN CREDIT AND UNIT AWARDS

5-14. All authorizations for command lineage and honors, including credit for campaign participation and 

unit awards, must be supported by historical documentation. The senior Army headquarters, normally the 

Army Service Component Command provides the Center of Military History (CMH) a listing of all units 

that participated in an operation or campaign along with the dates of participation. Nonetheless, subordinate 

command and unit historians collect and maintain documents supporting later claims for campaign credit or 

enhance any submission for unit awards. Additional information can be found on the U.S. Army CMH web

site.

ORAL INTERVIEWS AND HISTORIES

5-15. Oral interviews and histories are important to document Army operations. In addition to providing 

important information for official historians, each one provides personal insights into the experiences of 

commanders and Soldiers. Oral interviews and histories preserve the perspective of the individual. The 

purpose is to interview individuals to capture and preserve their perspectives, judgments, and recollections. 

Oral history interviews capture historical information that may not otherwise be recorded. Interviews 

supplement the written record, which often slights the role of individuals in important decisions and events 

and omits the detailed information that nonparticipants require to understand what happened and why. 

While command reports, press conferences, and memoirs of senior officers provide a high-level 

perspective, these documents do not portray the course and confusion of a battle at the level of the Soldiers 

who waged it. Briefings, information papers, and operational plans do not chronicle the complexities and 

nuances in senior leader decisionmaking – especially in this period of sweeping change for the Army. 

Interviews explain the background of important events and place decisions in context. It is important noting 

that oral history and interview are not synonymous. An interview is the recording of an individual's words 

in response to the questions of the field historian. In essence, it is a source document that remains unedited 

and may or may not reflect the official record. The oral history is a collaborative venture that reflects the 

twin efforts of the interviewer and interviewee, creating a historical source through reviewing and editing 

the transcript of the interview. While it may or may not reflect the official record, it is a finished product. 

5-16. Like all historical sources, oral history has strengths and weaknesses. The greatest strength of oral 

history is its ability to capture and preserve information that may not otherwise be saved. This includes

personal perspectives and anecdotes not found in most documents. The weaknesses of oral history reside in 

the possibility that there are personal biases. Interviewees are unwilling to directly address controversial

issues or mistakes and errors they made, while the passage of time renders the interviewee's memory 

suspect on points of fact. 

5-17. Preparation and impartiality characterize good oral interviews. Before any interviews, the historian 

prepares by developing familiarity with the operations and actions of participating units, identifying key 

individuals to interview, and crafting questions to ask. Historians do not insert their own observations into 

the interview and allow the interviewee to answer questions and convey experiences without guiding the 

answers. The interviewee agrees to the terms of the interview by signing DA Form 7273 (Access 

Agreement for Oral History Materials). A sample of this form is in Appendix A. See AR 870-5 and the 

CMH website for detailed guidance on Army oral history methods and procedures. While all field 

historians prepare to conduct oral interviews, MHDs are trained and equipped for this mission. MHDs 

collect interviews during or immediately following an operation or action. Such on-the-spot interviews are 
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irreplaceable. For these reasons, MHDs are flexible to travel in the area of operations and identify and 

interview those Soldiers who participated in key decisionmaking or combat actions. The effectiveness of an 

oral history collection is best measured by the quality of the interviews, not the quantity. In-depth 

interviews that allow interviewees to explain their actions in detail better serve the needs of the Army rather

than dozens of careless interviews.

HISTORICAL ARTIFACTS

5-18. Command and unit historians and MHDs advise on the collection or disposition of historical 

artifacts. In doing so, they coordinate with the CMH museums division to ensure all artifacts are collected, 

handled, stored, and returned to the United States. 

5-19. Historical artifacts include equipment and other material cultural objects with historical significance 

to the Army. This includes uniforms, equipment, accoutrements, personal effects, weapons, vehicles, 

artwork, and any other object relating to the Army and its allies and enemies during combat and 

contingency operations. The nature of the artifacts varies depending on the nature of the operation, 

international law, and agreements in effect. Artifacts become the property of the Army once recovered. 

Historical artifacts collected by a command or unit must be brought under proper control. See AR 870-20

for an outline of procedures. Field historians are familiar with the provisions of this regulation to help with 

the identification of artifacts and advise commanders on the proper disposition. 

5-20. Artifacts differ from war trophies. War trophies are not authorized except under conditions laid out in 

law and disseminated to the individual Soldier as a general order. War trophies are objects collected in 

combat or contingency operations authorized by regulations and command policy retained by individual 

Soldiers as souvenirs and personal property. These may include individual items of enemy clothing, 

personal equipment, small non-firing components from destroyed vehicles, propaganda leaflets, and similar 

objects. All war trophies must be identified by Soldiers to the command chain and explicitly authorized for 

personal retention. Once authorized, war trophies are not subject to procedures outlined in AR 870-5.

5-21. Commands and units identify potential artifacts to the CMH. Normally, this is done by the command 

or unit historian or the MHD. Field historians assess the item and provide recommendations to the 

command or unit as to its suitability as an historical artifact. In general, an artifact is an item of equipment 

or materiel that represents a newly fielded capability, an innovation or modification to an existing item of 

equipment, an item that has not been encountered previously, or one that represents the operation or action. 

If a command is in doubt as to whether or not the item is an artifact, report the item and allow the CMH to 

determine that. 

5-22. Once notified, the CMH dispatches an artifact recovery team (see paragraph 3-17) to collect, identify, 

register, and return the artifact to the United States. The team acquires artifacts, including historically 

significant Army materiel not attainable in the United States. This prevents the destruction or 

demilitarization of historically significant artifacts and makes them available for distribution to the Army, 

Department of Defense, federal, nonfederal and foreign museums, agencies, and institutions. The artifact 

recovery team assumes custody of the artifact from the command or unit and makes arrangements for its 

recovery and transportation to the United States.

HISTORICAL REPORTS AND PUBLICATIONS

5-23. Historical reporting is the primary method that command and units use to provide historical 

summaries and supporting documentation to the Army Historical Program and ensure that the historical 

record of their actions are maintained. Additionally, historical reports are how MHDs and other Army 

historians operate in a joint operations area and document their activities. These reports provide detailed 

information on specified operations or actions where historical operations were performed. 

ANNUAL COMMAND HISTORY

5-24. The annual command history, required of commands and units of separate brigade-level and above, 

provides an account of the operations and activities of the command or unit whether or not engaged in 

combat or contingency operations. It is an objective record of the command or unit activities for the 
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previous year and serves as its institutional memory. The annual command history covers the preceding 

fiscal year or the tenure of the organization commander unless otherwise specified. It may include the 

period when a command or unit is deployed, but does not replace the command report (see paragraph 5-25), 

which provides historical documentation of combat and contingency operations only. The annual command 

history is submitted via the chain of command to the appropriate Army command and a copy is forwarded 

to the CMH. The command or unit historian prepares the annual command history. See appendix B of AR 

870-5 for a sample format of an annual command history.

COMMAND REPORT

5-25. The command report submitted by all Army commands and units of brigade-level and higher, 

provides a timely, thorough, and accurate record of significant command and unit actions during combat 

and contingency operations. The report is a summary of the operational highlights and activities of a unit 

for the duration of a deployment to a joint operations area or if that period exceeds a year, as directed by 

the Army Service component commander. The report contains historical information, brief analysis, and 

insights into operations performed by the command or unit. In addition to a chronology of a command’s or 

unit’s operations and actions, it recounts the details of selected operations (including information on enemy 

actions, when applicable), how those operations were performed, why certain decisions were made, and the 

outcomes of the operations. It also includes commentary and analysis on issues related to doctrine, tactics, 

equipment, or organization. In addition to its narrative body, the report includes attached documents with

copies of plans and orders, maps and overlays, excerpts from unit journals, intelligence and operational 

reports, photographs or other imagery, personnel and casualty reports, supporting statistics, and captured 

enemy documents. The original report is submitted via the chain of command to the Army Service 

component commander and a copy is sent to the CMH. Although the command or unit historian researches 

and drafts the report, the commander reviews and signs it. See appendix C of AR 870-5 for a sample 

command report.

OPERATIONS DATA REPORT

5-26. The ODR is prepared by MHDs on particular operations and actions of a unit or command. It 

includes an annotated chronology of the operation or action, a discussion of any issues or events of 

importance (including noteworthy individual or unit actions), and an indexed set of supporting historical 

documents. The report is submitted to the CMH with a copy provided to the commands or units concerned 

for their organizational history files. See Appendix D for sample format.

UNIT HISTORIES

5-27. Unit commanders direct the unit historical officer (UHO) to write a history of the unit’s activities 

during a recently completed deployment covering combat and contingency operations. Unit histories are 

informal narratives that cover the entire history of specific units, written in an easy-to-read manner 

for the benefit of the Soldiers. Units determine the format and content of the histories, but efforts ensure 

objectivity, accuracy, and source documentation. Unit histories, while not part of the Army Historical

Program, are viewed by the public as representative of official history and are subject to the same standards 

as all other historical reporting. At the very least, unit histories do not deviate from the chronology and 

information provided in the command history. Publication of unit histories by an Army organization may 

be financed by non-appropriated funds if a personal copy is furnished to all unit members. Commanders of 

Army commands, Army Service Component Commands, and Direct Reporting Units authorize 

appropriated funds for the publication of unit histories when reference copies are needed by staff elements 

in the headquarters, subordinate elements, or higher headquarters when conducting official business. 

Appropriated funds are not used to publish unit histories for personal use. A copy of each unit history is

forwarded upon publication to the CMH and the Army Heritage and Education Center as well as the 

representative branch history office.

HISTORICAL MONOGRAPHS

5-28. A historical monograph is an in-depth, systematically researched and presented historical work

that focuses on a single subject or event. It is a detailed and documented written work that covers a 
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9 June 2014 ATP 1-20 5-7

selected topic or period of Army history. While historical monographs have no required format, they 

normally include a title page, foreword, table of contents, necessary chapters, footnotes or endnotes, and 

appendices to include a glossary. The CMH prepares and publishes monographs for Army-wide 

distribution. Army commands and Army Service Component Commands publish monographs for limited 

distribution. Other commands or units desiring to produce a historical monograph receive approval from 

the appropriate Army command or Army Service Component Command.

RECORDS MANAGEMENT

5-29. Historians are not records managers and do not perform these duties. Historical documents and 

materials do not constitute command or unit official records, although they may include copies of records.

Official records provide a historical resource for researching and writing the Army official history. Field 

historians know what documents are maintained by command and unit records managers and provide 

advice on those documents of historical significance that should be retained. Additional information and 

guidance can be found on the Center for Army Lessons Learned website. 

5-30. Official records are managed and retained through the ARIMS. The ARIMS manages long term and 

permanent records and allows the business process to manage short term records. It addresses only the 

record copy of information. All other copies, such as historical documents of the same information, are

disposed of when no longer needed by field historians and the Army Historical Program. Normally, the 

command deputy or assistant chief of staff for information management or the unit manpower or personnel 

staff officer is responsible for records management. See AR 25-400-2 for more information.
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9 June 2014 ATP 1-20 6-1

Chapter 6

Field History Planning

This chapter describes the operations process and the military decisionmaking 

process (MDMP) as it applies to planning and performing field history operations. It 

then discusses collections plans and assessments.

THE OPERATIONS PROCESS

6-1. Field historians use the operations process, which provides essential historical information for 

commanders and their staffs as they develop plans. It serves as the road map in planning, preparing, 

executing, and continuously assessing, planning, and executing military history operations. Field historians 

are integrated into the staff processes of the commands they operate with and participate in and apply the 

operations process.

6-2. Planning and executing field history operations has the same principles and processes as all Army 

operations. Field historians must be familiar with the operations process and apply this method in their 

daily tasks during combat and contingency operations (See ADRP 5-0 for more information).

6-3. The Army’s framework for exercising mission command is the operations process comprising the 

major activities performed during operations. Commanders, supported by their staffs, use the operations 

process to drive the conceptual and detailed planning necessary to understand, visualize, and describe their 

operational environment; make and articulate decisions; and direct, lead, and assess military operations. 

The activities of the operations process are not discrete; each one overlaps and recurs as circumstances 

demand. Planning starts an iteration of the operations process. Upon completion of the initial order, 

planning continues as leaders revise the plan based on changing circumstances. Preparing begins during 

planning and continues through execution. Execution puts a plan into action by applying combat power to 

seize, retain, and exploit the initiative to gain a position of advantage. Assessing is continuous and 

influences the other three activities. Commanders and staffs drive the operations process, build and 

maintain situational understanding, apply critical and creative thinking, and encourage collaboration and 

dialogue.

DRIVE THE OPERATIONS PROCESS

6-4. Commanders are the most important participants in the operations process. While staffs ensure

effective operations, commanders drive the operations process through understanding, visualizing, 

describing, directing, leading, and assessing operations.

BUILD AND MAINTAIN SITUATIONAL UNDERSTANDING

6-5. Success in operations demands timely and effective decisions based on applying judgment to 

available information and knowledge. As such, commanders and staffs build and maintain situational 

understanding throughout the operations process. Building and maintaining situational understanding is 

essential for developing effective plans, assessing operations, and making decisions throughout the 

operations process.

APPLY CRITICAL AND CREATIVE THINKING

6-6. Commanders and staffs apply creative thinking throughout the operations process to help understand 

situations, make decisions, and direct action. Creative thinking is purposeful and reflective judgment about 

what to believe or what to do in response to observations, experience, verbal or written expressions, or 
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6-2 ATP 1-20 9 June 2014

arguments. Creative thinking involves innovative approaches with something new or original. This leads to 

new insights, novel approaches, fresh perspectives, and new ways of understanding and conceiving things. 

ENCOURAGE COLLABORATION AND DIALOGUE

6-7. Throughout the operations process, commanders encourage collaboration and dialogue among 

commanders, staffs, and unified action partners to create shared understanding and facilitate unity of effort. 

Collaboration means two or more individuals or organizations work together toward common goals by 

sharing knowledge and building consensus. Dialogue is a way to collaborate by exchanging ideas or

opinions among participants and encourages discussions in areas of disagreement.

THE MILITARY DECISIONMAKING PROCESS

6-8. The military decisionmaking process is an iterative planning methodology to understand the situation 

and mission, develop a course of action, and produce an operation plan or order (ADP 5-0). The process 

combines the conceptual and detailed aspects of planning and integrates the activities of the commander, 

staff, subordinate headquarters, and other partners throughout planning. The process helps leaders and their 

staffs apply thoroughness, clarity, sound judgment, logic, and professional knowledge for understanding 

situations and solving problems. The MDMP results in an improved understanding of the situation and a 

plan that guides the force through preparation and execution. 

6-9. For command and unit historians, decisionmaking demands collaborative and parallel planning with 

other field historians and military history detachments (MHD), supporting commands, and their staffs of 

adjacent and higher headquarters. This is done by information sharing, meetings, warning orders, and other 

means. Active collaboration among all organizations affected by pending operations builds shared 

understanding, facilitates course of action (COA) development and decisionmaking, and resolves conflicts 

before final plans are set and promulgated.

6-10. The MDMP consists of seven steps. Each step informs the next. Field historians perform these steps 

sequentially; however, they may revisit several steps in an iterative fashion as they learn more about the 

situation and adjust their plans to meet changing circumstances and conditions. 

RECEIPT OF MISSION

6-11. The field historian receives the unit’s operational plan after conducting analysis of the unit mission.

MISSION ANALYSIS

6-12. The field historian identifies the collection, documentation, and reporting objectives, tasks, and 

priorities and determines specified, implied, and essential historical tasks.

COURSE OF ACTION DEVELOPMENT

6-13. The field historian develops COAs to achieve the historical objectives. A concept of field history 

operations includes the purpose of the historical operation, identifies critical events that require historical 

collection or documentation, designates the key activities, identifies required field historians and 

organizations in accomplishment of those tasks, and determines the support and other requirements 

necessary to carry out the concept of operations. A good COA positions field historians for sequels and 

provides flexibility to meet unforeseen events during execution. 

COURSE OF ACTION ANALYSIS

6-14. Analysis identifies difficulties or obstacles to successful completion of the mission and probable 

consequences of planned actions for each COA. It involves many of the field historians involved in the 

operations as possible. It helps them think through the tentative plan. COA analysis not only appraises the 

quality of each COA but also uncovers potential execution problems, decisions, and contingencies.
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9 June 2014 ATP 1-20 6-3

COURSE OF ACTION COMPARISON

6-15. COA comparison evaluates each COA independently and against set evaluation criteria. The 

comparison identifies the strengths and weaknesses of each and enables selecting a COA with the highest 

probability of success.

COURSE OF ACTION APPROVAL

6-16. The commander, who has responsibility for the history operations through the command or unit 

historian, gives the final approval for the chosen COA. Field historians brief the recommended course to 

the commander and staff. 

ORDERS PRODUCTION, DISSEMINATION, AND TRANSITION

6-17. The order or plan turns the selected COA into a clear and concise concept of operations and required 

supporting information. The command, unit historian, and MHDs ensure historical operations synchronize 

with the command’s operations.

FIELD HISTORY OPERATIONS PLANNING

6-18. Army leaders plan to create a common vision to execute operations. Planning results in a plan or 

order that communicates this vision and directs actions which synchronize forces in time, space, and 

purpose to achieve objectives and accomplish missions. 

6-19. Field history plans and operations encompass five essential elements including direction, collection, 

processing, assessment, and disposition and retention. Together, these elements ensure Army history is 

accurately documented and recorded.

 Direction is comprised of the broad guidance, intent, and missions and tasks necessary for field 

historians and organizations to carry out their responsibilities and provide flexibility. This 

flexibility helps them alter plans to accomplish the overall field history mission. Field history 

operation plans and orders provide guidance to units that have field history operations 

conducted, to command and unit historians who oversee and execute field history operations in 

their area, and to the MHDs and other historians that perform field history operations. 

 Collection gathers historical information, oral histories, and materials throughout an operation or 

on unit and command activities and organization. A successful effort means collecting and 

reporting relevant and accurate historical information to document Army history. Collected 

historical materials are used in reports, chronologies, monographs, and official histories. The 

nature and type of information and materials collected change as requirements transform, 

missions change, the phases of an operation proceed, or organizations are altered. More detailed 

information on collection plans are found in paragraphs 6-25 through 6-31. Details on the types 

and methods of collection can be found in Chapter 5.

 Processing occurs once historical materials are collected. This includes sorting and cataloguing; 

identifying by unit, location, and date and time; and tagging and sorting in the case of digital 

data. Historical documents and materials must be relevant, accurate, unbiased, and tailored to 

facilitate later research and understanding of events by historians who may not understand the 

documented events. The accuracy and detail of these materials have a direct effect on the quality 

of official histories. Processing involves structuring large amounts of collected information and 

materials and organizing it for later research, analysis, and archiving. 

 Assessment. Assessment measures the progress of field history operations against mission 

accomplishment and provides continuous feedback so that changes can be made to plans and 

operations. Field historians assess the operational environment and perform history operations; 

evaluate the historical documents and materials collected and the quality of that collection; 

analyze gaps and additional requirements; and adjust operations based on this analysis. 

Additional information on assessment can be found in paragraph 6-32 through 6-36.

 Disposition and retention includes preserving and understanding the official history of the Army. 

The historical documents and materials collected by field historians form the source 
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documentation for the research and writing of official histories. For that reason, historical 

materials must be properly preserved and retained at the unit and command levels and by the 

entire Army. Additional information on disposition of historical materials is in paragraph 6-31. 

See AR 870-5 for general guidance on long-term retention of history documents and materials.

6-20. Planning consists of two separate, but closely related, components: a conceptual component and a 

detailed component. Conceptual planning involves understanding the operational environment and the 

problem, determining the operation’s end state, and visualizing an operational approach. Detailed planning 

translates the broad operational approach into a complete and practical plan. Detailed planning works out 

the scheduling, coordination, or technical problems involved with moving, sustaining, and synchronizing 

the actions of a force. Effective planning requires integrating both the conceptual and detailed components 

of planning.

6-21. Field historians are guided by the following principles when participating in command or unit 

planning. These principles collect and analyze information and develop plans. 

 Field historians gain situational awareness. They must have situational awareness to effectively 

plan their operations. This is accomplished by attending staff briefings; participating in 

command or unit planning; familiarizing themselves with the area of operations; meeting key 

personnel; and knowing the mission, organization, strengths, and weaknesses of the commands 

and units where they operate. 

 Field historians understand the operation. Field history operations are conducted with and for the 

purpose of recording combat and contingency operations. These operations must be based on a 

full understanding of the plans and the conduct of military operations for success. 

 Field historians develop simple, flexible plans. Plans focus on the mission and tasks 

accomplished by field historians and the command and support relationships between field 

history organizations and units on the battlefield, leaving maximum room for flexibility without 

interfering with ongoing operations. 

 Field historians coordinate and integrate. The most important task of a command or unit 

historian, MHD commander, or leader of a history collection team centers on ensuring that field 

history operations are understood, coordinated, and integrated into the operations of commands 

and units. Issues ranging from logistic support and security to integrating individual historians 

into small units must be coordinated and understood at all levels of command. Additionally, the 

field historians and MHDs coordinate and whenever possible, integrate their operations and 

requirements to ensure complete historical coverage of operations.

 Field historians prepare and position field history organizations. Field historians prepare for their 

part in an operation. Pre-operation orders and briefs, rehearsals, and inspections ensure all 

understand their tasks and are properly trained and equipped. MHDs and other historians must 

be positioned with the units they document and in the locations necessary to carry out their tasks 

with sufficient time to be integrated into those units. 

 Field historians supervise execution. Command and unit historians and MHD team leaders 

execute plans. This requires monitoring those performing field history operations to ensure they 

are conforming with the plan; adapting operations to meet changing situations; keeping 

command and units informed of the locations, activities, and requirement of field history teams 

operating in command areas of operations; and ensuring that historical collections are processed, 

retained, and forwarded.

6-22. Field historians operate as part of other Army units and rely on the units they are assigned to for 

support. Planning is collaborative, parallel, and in real time. Planning in real time with higher headquarters 

and subordinates improves the organization’s overall planning effort. Modern information systems and a 

common operational picture shared electronically allow collaboration with other units and field history 

organizations from distant locations, increase information sharing, and improve the mutual understanding. 

Additionally, taking advantage of others’ input and knowledge of the situation in their area of operations 

results in better COAs faster.

6-23. The field history operation plans and orders provide guidance to units in the areas where field history 

operations are performed, to command and unit historians who oversee and execute field history operations 
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9 June 2014 ATP 1-20 6-5

in their area, and to the MHDs and other historians who collect, document, and report on the military 

operation or action. Plans and orders conform to the following general guidelines. 

 Keep plans and orders simple and direct. Plans must be simple and direct to reduce 

misunderstanding and confusion. 

 Use direct language. Unmistakably state what to do and why. Instructions and tasks are stated in 

direct and positive terms. Indecisive, vague, and ambiguous language leads to uncertainty and 

lack of confidence.

 Use doctrinally correct terms and symbols. Doctrinal terminology is the common language of the 

Army and should be used. Do not use jargon, slang, and non-standard terms and eliminate every 

opportunity for misunderstanding the exact, intended meaning.

 Incorporate flexibility. Leave room to adapt and make adjustments to counter unexpected 

challenges and seize opportunities. 

 Exercise timeliness. Plans and orders issued promptly allow others to collaborate, plan, and 

prepare their own actions. Simple plans executed on time are better than detailed plans executed 

late.

6-24. See Appendix E for a sample operation plan and order format.

COLLECTION PLAN

6-25. The collection plan is the heart of any field history plan or order. The format for a collection plan 

varies. It ranges from a simple matrix prepared for a single unit or historical team to a tab in a formal annex 

of a senior headquarters operations order or plan. Normally, the collection plan is issued as an attachment

to the history operations plan; however, in situations where operations are continuous or standard operating 

procedures are well known, they may be issued as a fragmentary order. Whatever format, the collection 

plan is an addition to a historical operation plan or order and includes the following:

 The purpose and intent of the collection plan.

 Unit(s) or field history team(s) collection tasks.

 Method(s) of collection.

 Types of historical documents and materials collected.

 Collection priorities.

 Disposition instructions.

6-26. The purpose and intent states why the historical collection is performed and the collection’s outcome. 

Collection of historical materials should not be performed haphazardly or without direction. The purpose 

and intent is based on guidance from command historians or others directing historical operations, the 

historical operations order or plan, situational awareness of ongoing military operations and intelligence, 

the capabilities of field historians and teams performing the collection, and a professional understanding of 

how those collected materials contribute both short and long term to produce and present the Army’s 

official history. Additionally, a clear statement of the purpose and intent ensures field historians prepare for 

their mission and when faced with unforeseen or changing situations, adjust their actions to accomplish the 

goals of the collection operation.

6-27. The collection plan assigns collection tasks to units and field historians and teams. Each unit 

involved in an operation knows its responsibilities to retain documents or other materials related to 

specified actions or events, identify artifacts of potential historical significance, and record essential 

historical information. Field historians and teams understand their collection tasks. This ensures historical 

coverage of the operation or activity and places historians where they are most effective in meeting the 

purpose and intent of the collection.

6-28. The collection method determines how the collection plan is executed and the focus of effort. The 

three general collection methods are organization, operations and actions, and special topics.

 Organizational based plans are most commonly used. This method focuses on specified units or 

organizations with collection plans emphasizing daily operations and activities and 

organizational issues related to them. The collection plan provides a comprehensive historical 

record of a unit or organization. This method tends to be the most efficient and simple, enabling 
Chapter 6

6-6 ATP 1-20 9 June 2014

field history detachments to establish longer term relationships with units and commands and 

gain wider access to key personnel and historical materials. Nonetheless, this method is the least 

flexible and results in field historians unable to cover operations and actions by other units and 

commands that have greater historical significance. Organizational plans are most effective 

when adequate numbers of field historians are available to provide coverage of all units in an 

area of operations.

 The operations and actions method is more limited than a unit organization plan and has a goal. 

Collection plans based on operations or actions focus on campaigns, operations, battles, actions, 

or events and not the units or commands performing them. This method enables field historians 

to document particular types of Army operations or actions to provide a detailed historical 

accounting of how they are planned and performed. Alternatively, the collection plan documents

an event or records the performance of items of equipment, new doctrine, or process. Collection 

plans based on operations or actions are the flexible, especially when field historians are limited 

in number. This enables theater and senior command historians to employ and shift historical 

collection teams in response to changing operational priorities and situations. 

 Field historians focus on special topics related to operations or events such as operational 

planning, functional or branch aspects of operations (logistics, transportation or fire support, for 

example), or decisionmaking. While used in relation to lessons learned of historical collection 

efforts or evaluations of tactics, techniques, and procedures and equipment items, the special 

topics collection fills gaps of historical collections or collects materials to support the functional 

or topical histories; records unusual or notable innovations or adaptations in tactics or 

equipment; responds to inquiries from higher headquarters or other elements of the Army; or 

focuses collection on commanders or staff elements.

6-29. The types of historical documents and materials are established in the collection plan. Determining 

the types of materials to be collected ensures that field historians have the equipment, preparation, support, 

and personnel to carry out their mission. See chapter 5 for a detailed discussion of the various types of 

materials.

6-30. Collection priorities establish the hierarchy of materials. There is a clear prioritization of information 

to collect and the actions, events, units, and personnel of greatest interest to the collection effort. Collection 

priorities determine the main effort of collection teams as they plan their operations. It also enables field 

historians and MHDs team leaders to plan their operations and complete their tasks. They can also remain

flexible when determining the best use of time, personnel, and equipment when situations change or 

unexpected events occur.

6-31. Disposition instructions provide guidance on how to process, maintain, and transfer the collected 

historical documents and materials to designated commands or authorities for final archiving and 

disposition. Army component commands include instruction in history annexes to operation plans and 

orders or in standing directives. At lower levels, disposition instructions are situation dependent. In the

field, they are temporary, but no matter the level, the instructions include initial processing and cataloging, 

storage, security, transport to higher headquarters, and accountability.

ASSESSMENT

6-32. Assessment measures progress of the field historian, team, or MHD toward mission accomplishment. 

Field historians assess the operational environment and the progress of history operations. They compare to 

their initial plan and intent and adjust operations based on this analysis. Field historians monitor key factors 

that influence history operations. They update their understanding of the operational environment and 

assess their progress toward achieving objectives without mistaking activity for progress.

6-33. Assessment begins during planning. The field historian considers what to measure and how to 

measure it to determine progress toward accomplishing tasks, establishing conditions, or achieving 

objectives. For example, during planning and preparing for an operation, the field historian assesses the 

ability of units and historical collection teams in executing the plan based on available resources and 

changing conditions in the operational environment. During planning, the indicators of progress are 
Field History Planning

9 June 2014 ATP 1-20 6-7

incorporated in the plan or order and used during execution. Some assessment indicators act as triggers 

during the operation to help the historian determine the necessity of revising the original plan.

6-34. During execution, the planner identifies those key indicators that suggest progress or setbacks in 

accomplishing tasks and achieving objectives. Assessment actions and measures adjust operations and 

resources as required. This determines whether to alter those plans and make other decisions, ensuring field 

history operations align with the mission and with the operational and tactical situation. Assessment uses 

measures of effectiveness and measures of performance to evaluate task accomplishment. The results of 

historical operations tasks are physical and include assessing progress by types or quantities of collections;

completeness of historical reporting; or individual, team, or MHD accomplishments.

6-35. On occasion, field historians need support combat assessment by collecting and providing historical 

information for others performing such assessments. Combat assessment determines the results of weapons 

engagement (with both lethal and nonlethal capabilities) or tactical engagements. Combat assessment 

includes battle damage assessment, munitions effectiveness assessment, and an assessment on mission 

accomplishment. It is applied to other tasks not associated with combat operations (e.g., disaster relief 

delivery assessment, relief effectiveness assessment, and future relief recommendations).

6-36. The most important assessment made by field historians is determining whether the support plans, 

collection efforts, reporting, and retention of historical documents and materials accomplishes two

requirements. Those requirements are supporting Army commands and providing the depth, scope, and 

detail necessary to research and write the history of Army operations and actions months and years after the 

events.
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9 June 2014 ATP 1-20 A-1

Appendix A

Access Agreement for Oral History Materials

A-1. Form 7273 in Figure A-1 is required for the oral history interview.

Figure A-1. Sample form 7273
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9 June 2014 ATP 1-20 B-1

Appendix B

Annual Command History

B-1. The annual command history is required of commands and units of brigade-level and above 

according to AR 870-5. It provides a chronology and discussion of the operations and activities in the 

command or unit, whether or not engaged in combat or contingency operations. It covers the preceding 

fiscal year or the tenure of organization commander, unless otherwise specified. 

B-2. The annual command history includes the period when a command or unit is deployed but does not 

replace the command report. The commander uses the command’s annual history to add historical 

perspective to decisionmaking . It is a primary source of background facts to support the staff and orients

new commanders and personnel on the organization’s mission, recent activities, accomplishments, and 

issues. Histories are written at the security classification level appropriate to fully document the actions of 

the command or unit. See appendix B of AR 870-5 for instructions on preparing an annual command 

history.
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9 June 2014 ATP 1-20 C-1

Appendix C

Command Report

C-1. The command report provides a timely, thorough, and accurate record of significant command and 

unit actions during combat and contingency operations. It is submitted by all Army commands and units of 

brigade-level and higher according to AR 870-5.

C-2. The report is a summary of the operational highlights and activities of a unit during deployment to a 

theater of operations or if that period exceeds a year, as directed by the Army Service component 

commander. See appendix C of AR 870-5 for a sample of the command report.
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9 June 2014 ATP 1-20 D-1

Appendix D

Operations Data Report Format

This appendix provides a sample format for the operations data report (ODR).

D-1. The ODR in figure D-1 is prepared by military history detachments (MHD) on particular operations 

and actions of a unit or command.

D-2. The following is a sample format for the ODR.

1. Background.

A. Organization. Describe, in general terms, the unit or command that is the subject of the ODR, its 

mission, historical information relevant to this report (recent actions, issues or achievements, for 

example), and the command structure within which it operated (higher headquarters, joint, or 

multinational).

B. Capabilities. Describe the capabilities of the unit or command, with particular attention to any special 

capabilities, strengths, or shortfalls and its state of readiness during the operation.

C. Area of Operations. Describe the area of operations in terms of terrain, weather, population, or other 

factors that had an impact, positive or negative, on the unit’s or command’s operations and actions. 

Include, as attachments, copies of maps or overlays if possible.

D. Friendly Forces. List friendly forces that operated in support of or adjacent to the command or unit.

E. Hostile Forces. Describe capabilities and actions taken by enemy or hostile forces that confronted the 

unit or command, as well as any other threats faced during the operation.

2. Task Organization. List the task organization of the unit or command, as set forth in the unit operation 

order or fragmentary order which can be attached as an enclosure and any changes that occurred during 

the operation. Include a wiring diagram, if possible, for clarity. Identify the commanding officers and 

principal staff officers.

3. Summary. Summarize the period covered by the ODR. The summary provides a short narrative of the 

operation or action, the mission and intent of the operation, and significant information including unit or 

command accomplishments and challenges, friendly and enemy casualties, and immediate lessons learned. 

An example of a summary is provided below.

During Operation DISRUPT from X to XX Mar 20XX, 1st brigade combat team (BCT), __ Inf Div 

conducted continuous patrolling and small unit sweeps to disrupt insurgent efforts to undermine the 

indigenous government. Resistance by hostile forces was intermittent, with the most serious fighting 

occurring in the vicinity of Al Baba Village on XX Mar 20XX. During Operation DISRUPT, 1st BCT, __ 

Inf Div killed 123 insurgents and captured another 35. The BCT suffered 2 killed in action and 15 wounded 

in action. One Bradley infantry fighting vehicle was destroyed by an improvised explosive device and one 

UH-60 received damage from small arms fire. Intelligence reports indicated that hostile forces were 

surprised by the operation and withdrew from the area rather than face U.S. forces. Feedback from the local 

elected government officials, tribal leader, and religious leaders credited the BCT with advancing and 

improving the security. Lessons learned included the need to improve artillery forward observer use by the 

infantry elements, the requirement for more readily available civil-affairs teams and capabilities for 

immediately addressing village needs in the wake of fighting, and the need for improved convoy techniques 

by support units.

Figure D-1. Sample operations data report format
Appendix D

D-2 ATP 1-20 9 June 2014

4. Significant Events. This is the most important part of the ODR. List by date and, if possible, time 

(especially for short duration operations or actions) the significant events, actions, and decisions. A short 

descriptive summary should be included for each, including who, what, when, and where. Any supporting 

documents (reports, orders, messages) should be attached to the ODR. Examples of significant events are 

shown below.

XX Mar 20__: X-X CAV, 2 BCT, __Inf Div Deliberate Attack on Irbil.

X-X Cav conducted a deliberate attack into the village of Irbil beginning at 2130Z to capture a high value 

individual (HVI) known as Abu Sharif. HVI operated out of a building identified as Objective Tango. A 

Co., X-X CAV was tasked with the capture of the HVI. Unit was successful in the capture of the HVI and 

two other XXX members. A Co. killed 20 insurgents. Unit discovered a large bunker that served as a 

weapons cache that contained SA 7 missiles and advanced explosive devices. The bunker and cache were 

destroyed by a precision guided artillery munition (Excalibur). Unit sustained three casualties 

predominately from booby traps in the HVI's building and improvised explosive devices (IED) along the 

road, and from rocket-propelled grenades (RPG). No civilian casualties noted and collateral damage was 

minimal. Local nationals from Irbil were pleased with the efforts of the U.S. forces which resulted in 

driving the insurgents out of their village. See Encl 3 (situation report).

1900Z XX Mar 20__: Capture of 2LT Reasland @ COP Hammer.

2LT Reginald A. Reasland, B Troop, X-X CAV, was captured at Combat Outpost Post Hammer in Babil 

province at approx. 1900Z on XX March 20__ by insurgents. XX BCT executed battle drill and recovery of 

a captured or missing solider. XX BCT was unable to recover Soldier. Insurgents executed Soldier outside 

the barriers of FOB XXXX at 2215Z on XX MAR 20__. The U.S. Soldier was wearing a suicide bomber’s 

vest that was detonated by an insurgent standing next to him. Both the Soldier and the insurgent died 

immediately. Recovery of remains was executed immediately. See Encl 4 (casualty report and XX-Cav 

after action review).

Figure D-1. Sample operations data report format (continued)
9 June 2014 ATP 1-20 E-1

Appendix E

Historical Annex to Operation Plan and Order

E-1. The historical operation plan or order may be issued either as an annex or fragmentary order to a 

command or unit operations order or plan. If issued by a military history detachment (MHD) commander, it 

is a separate document.

E-2. The format for the plan parallels that for any operation plan or order. Instructions in plans and orders 

are stated in the affirmative and avoid meaningless expressions and indecisive, vague, and ambiguous 

language. They are brief, clear, and concise and use short words, sentences, and paragraphs. They use 

doctrinally correct terms and symbols, avoid jargon, and eliminate every opportunity for misunderstanding.

E-3. Figure E-1 provides an example of a historical operations annex to an operation plan. There is no 

designated annex for historical operations. To provide the historical information, staff uses a spare annex 

per the Army’s operation order format. The format may also be used to develop separate MHD operation 

plans or orders.

[CLASSIFICATION]

Place the classification at the top and bottom of every page of the attachments. Place the classification 

marking (TS), (S), (C), or (U) at the front of each paragraph and subparagraph in parentheses. Refer to 

AR 380-5 for classification and release marking instructions.

Copy ## of ## copies

Issuing headquarters

Place of issue

Date-time group of signature

Message reference number

Include the full heading if attachment is distributed separately from the base order or higher level 

attachment.

SPARE ANNEX # (HISTORICAL OPERATIONS) 

(U) References: List documents essential to understanding the attachment.

a. List maps and charts first. Map entries include series number, country, sheet names, or numbers, 

edition, and scale.

b. List other references in subparagraphs labeled as shown.

c. Doctrinal references for information related capabilities include ATP 1-20, AR 870-5, and AR 220-5.

(U) Time Zone Used Throughout the Plan or Order: Write the time zone established in the base plan or 

order. 

1. (U) Situation. A brief discussion of the situation as it affects field history operations that paragraph 1 of 

the operation plan or operation order does not cover or that needs expansion.

[page number]

[CLASSIFICATION]

Figure E-1. Sample historical operation plan format
Appendix E

E-2 ATP 1-20 9 June 2014

[CLASSIFICATION]

SPARE ANNEX # (HISTORICAL OPERATIONS)

a. (U) Friendly Forces. Outline the higher headquarters' plan (and historical operations annex) and 

adjacent unit historical operation plans. Provide information on friendly coalition forces, which may impact 

the historical operations mission. Note historical operations resources supporting the unit (who, where, 

when), (higher, allied and adjacent headquarters).

(1) (U) Higher headquarters field historical operations mission, intent, collection priorities, and 

directives that affect historical operations.

(2) (U) Other Army or multinational field historians operating within or adjacent to the area of 

operations. 

b. (U) Attachments and Detachments. List the MHD, other Army or multinational field historians, or 

collection teams operating in support of or attached or assigned to commands or units. Identify all 

augmenting historical operations units supporting this command and all attached or assigned subordinate 

units. Include effective dates, if applicable.

c. (U) Enemy Forces. List information not included in the operation plan or operation order, which may 

impact the historical operations mission (who, where, when, disinformation, rumors, propaganda, and 

operations security).

d. (U) Assumptions. List any additional assumptions or information not included in the general 

situation which impacts the historical operations mission.

2. (U) Mission. State the field history mission in terms of WHO is conducting the mission; WHAT is to be 

carried out; WHEN it will occur; WHERE it will be conducted; and WHY the mission is being conducted.

3. (U) Execution.

a. (U) Commander’s Intent. Briefly summarize the purpose of the field history operation and the desired 

end state. Include a clear image of the operation’s purpose, key tasks, and the desired outcome. Provide the 

focus of effort (specific operations or actions to be covered or collection priorities) and the expected endstate (in terms of what is expected to be achieved, collected, or documented).

b. (U) Concept of operations. Briefly summarize a statement that directs the manner in which 

subordinate unit historians, MHDs, and other field historians cooperate to accomplish the mission and 

establishes the sequence of actions to achieve the end state. It states the principal tasks required, the 

responsible subordinate field historians, priorities, and how the principal tasks complement one another. If 

the mission dictates a change in tasks or assignments during the operation, it may be broken into phases. 

These should correspond to the phases of the combat or contingency operation as a whole. The concept of 

operations may be a single paragraph, divided into two or more subparagraphs. If the concept of operations 

is phased, describe each phase in a subparagraph.

c. (U) Scheme of Movement and Maneuver. Describe the employment and responsibilities, in general 

terms, of any field historians and MHDs operating in support of the concept of operations.

d. (U) Tasks to Subordinate Units. State the historical tasks assigned to each command or unit that 

reports directly to the headquarters issuing the order as well as to any assigned or attached field history 

organizations. Use a separate subparagraph for each command, unit, or history organization. Each task 

includes who (the unit or organization assigned the task), what (the task itself), when, where, and why 

(purpose). Tasks include specific unit or organization collection tasks, priorities, and support requirements.

e. (U) Coordinating Instructions. List only instructions and tasks applicable to two or more units or 

organizations. These may include the following:

[page number]

[CLASSIFICATION]

Figure E-1. Sample historical operation plan format (continued)
Historical Annex to Operation Plan and Order

9 June 2014 ATP 1-20 E-3

[CLASSIFICATION]

SPARE ANNEX # (HISTORICAL OPERATIONS)

(1) (U) Collection Plan. Provides details on the types of collections, priorities, and disposition 

instructions of historical materials. A separate collection plan annex may be required depending on the size, 

duration, and scope of the operation. If not, these issues should be addressed in separate subparagraphs.

(2) (U) Historical Documents. The most important duty of the field historian is the collection and 

retention of key historical documents. Instructions may be required that delineate the types of documents to 

be collected and procedures for the collection and disposition of both paper and digital documents.

(3) (U) Collection and Disposition of Historical Artifacts. Historical artifacts collected by a 

command or unit must be brought under proper control according to procedures outlined in AR 870-20. 

These procedures should be reiterated and specific responsibilities and priorities for collecting for 

historical artifacts detailed.

(4) (U) Photographs and Video Imagery. Both official and unofficial photographs and video 

imagery are collected during combat and contingency operations by history organizations and individual 

Soldiers. Instructions should be provided that detail how this imagery is collected and documented.

(5) (U) Reporting Requirements. Provides guidance on the preparation and submission of 

historical reports during and following the operation.

(6) (U) Security. Provides the security of field history organizations operating on the battlefield

and depends largely on the commands and units to which they are assigned or in whose area they are 

operating. Security responsibilities must be clearly understood by both the history organizations and the 

units.

4. (U) Sustainment. Describe the concept of sustainment, especially for assigned or attached field history 

organizations, including responsibility for sustainment by unit or organization. Include special instructions 

for transportation, supply, technical support and maintenance, and medical support not already covered by 

command or unit standard operating procedures or previous orders.

5. (U) Command and Signal. 

a. (U) Command. Describe the employment and responsibilities, in general terms, of any field 

historians and MHDs operating in support of the concept of operations.

(1) (U) Location of Command and Unit Historians. State where the command or unit historians will 

be located.

(2) (U) Location of Field History Organizations. State where the various field history organizations 

will be located. This should be lowest-level unit to which the organization is assigned is responsible for 

accountability of the history organization.

(3) (U) Liaison Requirements. Field history organizations establish liaison with the units to which 

they are assigned or in whose areas they may be operating. Liaison requirements should be specifically 

detailed.

b. (U) Control. State the control and support relationships between commands/units and each field 

history organization operating in the area of operations. These must be clearly defined in doctrinal terms 

and understood.

b. (U) Signal. Describe any special signal requirements for field historians and instructions for 

collection and transmission of digitally-based documents and materials.

[page number]

[CLASSIFICATION]

Figure E-1. Sample historical operation plan format (continued)
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9 June 2014 ATP 1-20 Glossary-1

Glossary

SECTION I – ACRONYMS AND ABBREVIATIONS

ADRP Army doctrine reference publication

AR Army regulation

ARIMS Army Records Information Management System

ATP Army techniques publication

BCT brigade combat team

CMH Center of Military History

COA course of action

DA Department of the Army

G-2 assistant chief of staff, intelligence

HVI high value individual

IED improvised explosive device

IT information technology

MDMP military decisionmaking process

MHD military history detachment

OCMH Office, Chief of Military History

ODR operations data report

RPG rocket-propelled grenade

S-1 battalion or brigade personnel staff officer

TOE tables of organization and equipment

UHO unit historical officer

SECTION II – TERMS

SECTION II – TERMS

*combatant command historian 

The senior joint historian with overall staff responsibility for developing historical policy and plans for 

the combatant command and executing joint historical operations within the combatant command’s

area of responsibility.

decisive action 

The continuous, simultaneous combinations of offensive, defensive, and stability or defense support of 

civil authorities tasks. (ADRP 3-0)

*field historian 

An Army historian, military or civilian, that serves outside of the Center of Military History 

documenting, recording, and reporting the official history of the Army at the command and unit levels.

*historical documents 

Documents, materials, and data collected by the field historian to supplement the official record. 

*historical monograph 

An in-depth, systematically researched and presented historical work that focuses on a single subject or 

event.

military decisionmaking process
Glossary

Glossary-2 ATP 1-20 9 June 2014

An iterative planning methodology to understand the situation and mission, develop a course of action, 

and produce an operation plan or order. (ADP 5-0)

*operations data report

An annotated chronology of the unit’s operations that will be fully supported by an indexed set of key 

historical documents.

*unit historical officer

An individual, military or civilian, who is designated as the unit historian and is responsible for 

military history activities.

*unit history

An informal narrative that covers the entire history of a specific unit, written in an easy-to-read manner 

for the benefit of the Soldiers.
9 June 2014 ATP 1-20 References-1

References

REQUIRED PUBLICATIONS

These documents must be available to the intended users of this publication.

ADRP 1-02. Terms and Military Symbols. 24 September 2013.

JP 1-02. Department of Defense Dictionary of Military and Associated Terms. 08 November 2010.

RELATED PUBLICATIONS

These documents contain relevant supplemental information.

ARMY PUBLICATIONS

Most Army doctrinal publications are available online: http://www.apd.army.mil.

ADP 5-0. The Operations Process. 17 May 2012.

ADRP 3-0. Unified Land Operations. 16 May 2012.

ADRP 3-07. Stability. 31 August 2012.

ADRP 5-0. The Operations Process. 17 May 2012.

AR 25-400-2. The Army Records Information Management System (ARIMS). 2 October 2007.

AR 220-5. Designation, Classification, and Change in Status of Units. 15 April 2003.

AR 380-5. Department of the Army Information Security Program. 29 September 2000.

AR 870-5. Military History: Responsibilities, Policies and Procedures. 21 September 2007.

AR 870-20. Army Museums, Historical Artifacts, and Art. 11 January 1999.

FM 27-10. The Law of Land Warfare. 18 July 1956.

WEB SITES

Center for Army Lessons Learned at http://usacac.army.mil/CAC2/call/.

U.S. Army Center of Military History at http://www.history.army.mil.

PRESCRIBED FORMS

None.

REFERENCED FORMS

Unless otherwise indicated, DA forms are available on the Army Publishing Directorate (APD) web 

site: www.apd.army.mil

DA Form 2028. Recommended Changes to Publications and Blank Forms.

DA Form 7273. Access Agreement for Oral History Materials.
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9 June 2014 ATP 1-20 Index-1

Index 

Entries are by paragraph number unless indicated otherwise.

A

annual command history 

description, B-1–B-2

Army field history, 3-13–3-20

organizations, 3-14–3-20

Army Heritage and Education 

Center, 1-4

Army Historical Program,

purpose of, 1-2

Army Historical Program, 

commander’s responsibilities in, 

1-12–1-13

Army history

accuracy, 2-25

impartiality, 2-23

standards of, 2-20–2-25

objectivity, 2-24

Army operations

field history during, 1-14–1-21

C

Center of Military History

responsibilities of, 1-3

Combat Studies Institute, 1-5

command and unit historian

duties of, 3-9–3-12

command report,

description, C-1–C-2

D

decisive action, 1-17

F

field historian

defined, 1-9

guiding principles for, 2-26–

2-30

field history operations, 3-1–3-2

organization, 3-3–3-8

roles, 3-4–3-8

field history planning, 6-1–6-36

assessment, 6-32–6-36

collection plans, 6-25–6-31

military decisionmaking 

process, 6-8–6-17

operations planning, 6-18–6-24

operations process, 6-1–6-7

H

historical artifacts, 5-18–5-22

historical collections

disposition, 4-27–4-28

reporting, 4-29–4-30, 5-1–5-2

historical document

defined, 2-8

historical documentation, 5-3–

5-14

types of, 5-4–5-14

historical publications, 5-23–5-28

historical reports, 5-23–5-28

annual command history, 5-24, 

B-1–B-2

command report, 5-25, C-1–C2

operations data report, 5-26, 

D-2

histories, 5-15–5-17

home station,

field history, 1-22–1-24

M

military history

importance of, 1-1

integral role, 2-4–2-19

military history detachment

description, 1-10

development, 4-1–4-7

employment, 4-14–4-20

mission, 4-34–4-35

operations planning, 4-24–4-26

organization, 4-8–4-13

support requirements, 4-31–

4-33

team A, 4-11

team B, 4-12

team C, 4-13

military history offices, types of,

1-6

mission command, execution, 

4-21–4-23

O

operation plan and order

historical annex, E-1–E-3

operations datat report

format, D-1–D-2

oral history

access agreement, A-1

oral interviews, 5-15–5-18

other Service historians, 3-21–

3-24

Air Force, 3-22

Marine Corps, 3-23

Navy, 3-24

R

records management, 5-29–5-30

S

subordinate command historian, 

1-7

U

unit historical officer

defined, 2-14

responsibilities of, 1-7

unit history, defined, 1-7

W

warfighting functions, 1-20
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ATP 1-20 

9 June 2014 

By Order of the Secretary of the Army: 

RAYMOND T. ODIERNO

 General, United States Army 

 Chief of Staff 

Official: 

GERALD B. O’KEEFE

 Administrative Assistant to the 

 Secretary of the Army 

 1415504 

DISTRIBUTION: 

Active Army, Army National Guard, and U.S. Army Reserve: Distributed in electronic media (EMO).
PIN: 104319-000.