FM 7-0 Briefing.

FM 7-0 Briefing

To provide an overview of
Purpose To provide an overview of FM 7-0, Training The Force

Agenda Why Rewrite FM 25-100? FM 7-0 vs FM 7-1 Objectives
What FM 7-0 retains What FM 7-0 enhances What has been added Review by chapter FM 7-0 doctrinal points Summary FM 7-1 Road ahead BRIEFING SHOWS THE EVOLUTION OF OUR CURRENT TRAINING DOCTRINE, FROM ITS’ EARLY DEVELOPMENT AS A TRAINING CIRCULAR TO THE CURRENT MANUAL WE WILL THEN TAKE A DETAILED LOOK AT THE CURRENT ARMY TRAINING DOCTRINE IN DRAFT FM 7-0

From FC 25-100 to FM 7-0 1985 FC 25-100 1988 FM 25-100 2002 FM 7-0
Staffed Army-wide “Battle focused,” combined arms, multi-echelon training Introduced mission-essential task list (METL) Successful Armies train the way they fight Train IAW AirLand Battle Doctrine CAC FC FIELD CIRCULAR TRAINING THE FORCE 1985 1988 FM Introduced FC as Army training doctrine Applied to all AC and RC MTOE and TDA units Standardized Army training system 1988 FM Training The Force THE BEGINNINGS OUR CURRENT ARMY TRAINING DOCTRINE FIRST APPEARED IN 1985 AS A FIELD CIRCULAR, FC FC INTRODUCED A DRAMATIC DOCTRINAL CHANGE FROM “TRAINING TO TIME” VERSUS “TRAINING TO STANDARD.” DURING ARMY-WIDE STAFFING, FC LAID THE GROUND WORK FOR OTHER KEY DOCTRINAL CHANGES SUCH AS: BATTLE FOCUSED TRAINING, COMBINED ARMS TRAINING, MULTI-ECHELON TRAINING, AND “TRAIN THE WAY WE WILL FIGHT.” TRAINING IAW AIRLAND BATTLE DOCTRINE WAS ALSO SPECIFIED. ON 15 NOVEMBER 1988, FM INTRODUCED THE PRINCIPLES IN FC AS ARMY DOCTRINE. IT WAS APPLICABLE TO ALL ACTIVE AND RESERVE COMPONENTS AS WELL AS MTOE AND TDA UNITS. FM STANDARDIZED THE ARMY DOCTRINAL TRAINING SYSTEM. FM 7-0 PROVIDES UPDATED TRAINING DOCTRINE THAT APPLIES TO THE CURRENT AND FUTURE FORCE. 2002 FM 7-0 Takes The Army beyond the Objective Force Discusses the Live-Virtual-Constructive (L-V-C) training environments Focused on training for current and future operational mission environment Covers the human dimension of training Reenergizes Army Training System – leaders train to standard 2002 FM 7-0 Training The Force

Synchronization of New Manuals
2002 FM 7-0 Training The Force Fm 5-0, (100-5),Army Planning & Orders Production (PROJECTED DEC 02/JAN 03) (PUBLISHED 14 JUN 01) (PROJECTED: Summer 02) FM 6-0, Command & Control (PROJECTED JUL 02) (PUBLISHED 14 JUN 01) (PROJECTED: MAR 05)

Why Rewrite FM 25-100? Focus on full spectrum operations
Focus on full spectrum operations Complex threat Increased OPTEMPO Power projection FM 3-0 Blurring of METL focus Constrained funding Limited training resources Manning issues Increased environmental concerns Digitization & information increase Extended battlespace Increased weapons lethality Network centric combined arms operations Focus on high intensity conflict Clearly defined threat Controlled OPTEMPO Forward deployed FM 100-5 Clear METL focus Sufficient funding Sufficient training resources Sufficient manning Fewer environmental issues Limited digital equipment

Hierarchy of Change FM 25-100 FM 7-0
Overarching Doctrine – The What Manual FM FM 7-1 Application of Doctrine – The How TO Manual TSPs, TCs, PAMs, REGs Revisions Update Specifics Across the Force

FM 7-0 The What Manual FM 7-1 The How To Manual
PURPOSE: Establish overarching Army training doctrine. INTENT: Create training doctrine for current and future operating forces across full spectrum of Army missions. SCOPE: Easily read and understood by leaders from squad to CSA. CONTENT: Training remains the commanders’ responsibility AC/RC emphasis Army Training Education System The Army Training Management Cycle Train as You Fight Use Challenging / METL based Training Battle-focused, standards-based, performance-oriented training Training Assessment Train Using Multi-Echelon Techniques Train as a Combined Arms and Joint Team Sustain proficiency within the Band of Excellence Supports the Legacy Force and beyond PURPOSE: Demonstrate the application of Army training doctrine. INTENT: Use examples that illustrate "best practice" methods, applied from Crew/Section to Division level. SCOPE: Direct application at brigade and below. CONTENT: Training Execution Model Risk Management Worksheet and Reference AC/RC Integrated Operational Mission Realistic Mission Examples including Small Scale Contingency (SSC), SASO deployment, and return to wartime METL proficiency "Live-Virtual-Constructive" Application Guide METL Development Wartime to SASO Crosswalk between METL, Battle Tasks, Collective Tasks and supporting Individual Tasks "During Mission Training" Application of Sergeant's Time Training Conduct of Unit Weekly Training Meeting Multi-Echelon example (Crawl-Walk-Run) SATS Document Examples (direct lift forms)

FM 7-0 Objectives Provide The Army’s (AC/RC) Capstone Training Doctrine to Support Transformation Create a Training Doctrine for Current and Future Operating Environment That Will Endure into the Objective Force Provide a Vehicle to Reenergize Army Training Provide the Army’s (AC/RC) Capstone Training Doctrine to Support Transformation Overarching training doctrine Applies to Legacy Force, Interim Force, Objective Force. Create a Training Doctrine for Current and Future Operating Environment That Will Endure into the Objective Force FM 1 The Army FM 3-0 Operations FM (FM 6-22) Army Leadership Provide a Vehicle to Reenergize Army Training Rekindle passion for training Full spectrum operations …. Relevance Disciplined planning and execution processes

FM 7-0 Retains Train as you fight, train to standard
Focus on warfighting METL tasks The METL process – Battle tasks Battle focused, performance-oriented training The Army training management cycle Planning process – long-range, short-range, near term Sustain proficiency within the Band of Excellence Senior leaders’ role Training execution Training assessment Train as you fight, train to standard – Retain standards based training doctrine Focus on warfighting METL tasks: Enables focused training All units – AC/RC, MTOE, TDA The METL Process- Battle tasks- Battle focused, performance-oriented training – Provides competent soldiers, leaders & units The Army Training Management Cycle – Guides planning, preparation, execution & assessment Planning process – long, short, near term: Bottom-up input/feedback Training meetings lock training schedules QTBs produce contract between senior & subordinate commanders Sustain Proficiency within the Band of Excellence: Units train to standard to sustain wartime proficiency Also leaders, battle staffs, small units & individuals Senior leaders’ role – Allocate resources … Protect/discipline the process Training execution - Multi-echelon … Crawl-walk-run … Realistic … Effective … Efficient Training assessment: Evaluate all training Conduct AARs – formal/informal – internal/external

FM 7-0 Enhances Discussion of
Combined Arms Training Band of Excellence Critical role of individual training and competency AC/RC training environment What Was Added to FM 7-0 Army Training Education System Application at all echelons of command Joint/multinational/interagency training SASO Train-Alert-Deploy sequence Live-Virtual-Constructive integration Training execution model ENHANCED DISCUSSION Combined Arms Training: METL & training management applies to task organized formations from CO/TM thru Corps 2 training challenges – Combined arms & functional proficiency Band of Excellence - Reflects integration of L/V/C … deployed & with turbulence Critical role of individual training & competency: Linkage of individual task proficiency supports collective METL proficiency NCOs have primary role in training & sustaining individual proficiency AC/RC training environment: Same METL tasks - same training standards Differences – time, focus, & resources RC focus is pre-mob – up to company-live & post-mob – up to brigade-live

What’s New? Current FM 25-100 Draft FM 7-0 Preface Preface
Chapter 1: Training Overview Chapter 2: METL Development Chapter 3: Planning Chapter 4: Execution Chapter 5: Assessment Draft FM 7-0 Preface Chapter 1: How The Army Trains-- The Army Chapter 2: Battle Focused Training Chapter 3: METL Development Chapter 4: Planning Chapter 5: Execution Chapter 6: Assessment Structure wise, the major difference between the current doctrine and the recommended doctrine is that we added one chapter. The current chapter one is divided into to chapters. The new chapter one discusses the Army Training and Education System: Institution. Unit Training. CTCs. Self Development. The commanders is the integrator of Army Training. Chapter 2 discusses: The Principles of Training. Battle Focus Training.

Chapter 1 – How Army Trains
What We Kept Training Challenges AC/RC Training What’s New Training environments - SASO Joint, multinational & interagency training How the Army trains the Army Army Training Education System described: Institutional Unit CTC Self-development What We Changed Added current battlefield example AC/RC training

Chapter 2 – Battle Focus What We Kept What’s New What We Changed
Principles of Training Commanders & Training Integration of Collective and Individual Training Battle Focus What’s New Army Training Management Cycle What We Changed Reemphasized role of commander as primary trainer Combined arms training expanded SASO missions addressed in Band of Excellence

Chapter 3 - METL What We Kept What’s New What We Changed
METL development process Training objective development Battle tasks selection process What’s New Addressed METL for War and SASO missions Contingency mission METL SASO task list example EAD/EAC METL Garrison METL Joint METL What We Changed RC & TDA METL development

Chapter 4 - Planning What We Kept What’s New What We Changed
Training Planning Process Training Planning Cycles Command Training Guidance Time Management Multi-echelon Training What’s New Risk Management Live–Virtual–Constructive training Multi-echelon discussion Training Support Systems Train-Alert-Deploy Training execution model Planning combined arms training CS/CSS training Garrison training What We Changed OPTEMPO cost examples updated G-A-R/G-R Time management Multi-echelon training examples expanded

Chapter 5 - Execution What We Kept What’s New What We Changed
Senior Leaders Role Preparation for training Presentation & Practice What’s New Role of Commander Crawl-Walk-Run Role of NCOs Executing CATs Joint, multinational & interagency training What We Changed

Chapter 6 - Assessment What We Kept What’s New What We Changed
Evaluation of Training AARs Training Feedback Organizational Assessment What’s New Evaluator training Combined arms training assessment Joint training assessment What We Changed AAR discussion Reemphasized role of Commander in assessment

FM 7-0 Doctrinal Points Retained Battle focused, standards-based,
performance-oriented training The Army Training Management Cycle Critical role of individual training and competency Evaluate all training Senior leaders’ role AC/RC training environment Band of Excellence Combined Arms Training Live-Virtual-Constructive integration Training execution model Conduct of SASO training Joint, Multinational, & Interagency training Army Training and Education System FM 7-0 Applicability to All Echelons of The Army Risk Management Enhanced Added

Battle Focused,Standards-Based, Performance-Oriented Training
Units cannot attain proficiency to standard on every task Focus on reduced number of mission essential, critical tasks Priority to train to standard on the wartime mission Applies to all missions across full spectrum of operations Standards-based: Cdrs resource, prepare, execute, evaluate, and assess unit training to the Army standard & never compromise it AARs emphasize meeting standard rather than pronouncing judgment of success or failure Evaluators play critical role in guiding AAR discussions Evaluation measures individuals, leaders, battle staffs, and units Performance-oriented: Soldiers learn best by doing: hands-on-approach Units become proficient in critical tasks by practicing them Cdrs use the institution, CTCs, self-development, and training assessment to conduct tough realistic performance-oriented training to the Army Standard References: Chapter 1, page 1-12, para. 1-24, line 5-9. Chapter 2, page 2-10, para. 2-14, line 2-3. Chapter 6, page 6-2, para. 6-1, line 3-5. Chapter 6, page 6-3, para. 6-7, 2nd bullet. Chapter 6, page 6-3, para. 6-8, 2nd bullet. Chapter 6, page 6-6, para DOCTRINAL POINT

The Army Training Management Cycle
Foundation of Army training METL development process is catalyst that keeps Army training focused Planning process links METL with preparation, execution, and evaluation of training Decentralized training execution tailors available resources and promotes bottom-up input based on unique mission-related strengths and weakness Evaluation of training measures demonstrated ability of soldiers, commanders, leaders, battle staffs, and units against the Army standard Assessment is commander’s responsibility DOCTRINAL POINT

Conduct Unit Assessment Figure 2-6. Army Training Management Cycle
Wartime Mission Establish Mission Essential Task List Assess Develop METL Prepare Training Assessment Conduct Unit Assessment Long Range Plan Prepare F E E D B A C K Evaluate Training Short Range Plan Prepare Prepare Near Term Plan Execute Training Execute Plan DOCTRINAL POINT Figure 2-6. Army Training Management Cycle

Critical Role of Individual Training & Competency
Critical aspect of battle focused training is linkage between collective METL and supporting individual tasks Collective proficiency requires integration of individual skills Integration of individual skills results from effective leadership Individual competence is fundamental for effective leadership and individual skill proficiency NCOs have primary role in training and sustaining individual soldier skills Commanders and senior NCOs coordinate collective METL and supporting individual tasks NCOs select and train specific individual tasks that support unit METL Commanders approve task, supervise, and evaluate training NCOs are responsible for individual, crew, and team training Individual skill training not presented to large number of soldiers by committee First-line supervisor is responsible to train individual soldiers NCO leaders conduct cross training to ensure critical wartime skills within unit Senior NCOs emphasize battle focused, standards-based, performance- oriented training Senior NCOs coach junior NCOs to master a wide range of individual tasks Officers remain responsible for training to established standards during both individual and collective training DOCTRINAL POINT

DOCTRINAL POINT

The Role of Senior Leaders
Senior leaders (MACOM, Corps, and Division Commanders, and their staffs) are responsible for: Resourcing training Ensuring stability and predictability in training Protecting training from interference Senior leaders use the principles of training and the Army Training Management Cycle to develop and execute effective training Senior leaders observe and evaluate training execution to the maximum extent possible Senior leaders identify and resolve systemic problems in planning, leadership, management, training support, and execution Senior commanders and leaders make on the spot corrections, underwrite honest mistakes, and create an environment for aggressive action to correct training deficiencies Senior leaders use quarterly training briefs to: Review and approve training plans Establish a “contract” to provide resources and to protect subordinate units from unprogrammed taskings DOCTRINAL POINT

Reserve Component (RC) Training
RC represent largest portion of the Army’s deterrence and warfighting power Vast majority not available for immediate deployment RC METL divided into pre and post mobilization tasks Pre-mobilization: RC units focus on fewer tasks done to standard Infantry, armor and cavalry units focus is platoon level and below gunnery and collective tasks and drills Post mobilization training focus is on company team and higher level collective tasks Available training time is a significant impact on RC training 39 days of active training a year --24 days of inactive (weekend) duty training and 15 days active duty Geographic dispersion of units greatly impacts RC training Average battalion spread over mile radius Most units travel average of 150 miles to nearest training area Individual soldiers often travel average of 40 miles to training sites DOCTRINAL POINT

Figure 1-2. Active and Reserve Component Training Environment
Conditions Active Component Reserve Component Training Standards Deployment Availability Available Training Time Training Focus Ranges, Training Areas and TADSS Soldier Readiness Appropriate ARTEP/MTP Immediately available for deployment to a MRC, SSC, PK or PE operation Full time, year round Up through brigade level live field training and Battalion Task Force live fire Modern Multi-Purpose Range Complex, FA and Mortar Firing points, Simulation Center with full range of latest simulations and simulators, readily available Routine access to readily available medical, dental, personnel admin and legal assistance facilities Appropriate ARTEP/MTP Require post mobilization training 39 days per year 24 days inactive (weekend) training 15 days active training IN, AR and CAV: Crew, Squad, Section and Platoon level maneuver and Gunnery Other Combat Arms, CS and CSS: Company, Battery, Detachment level Command and staff proficiency: at level organized Average distance of 150 miles from an Army installation with these capabilities Facilities and routine access not readily available. May have to use inactive or active training periods DOCTRINAL POINT Figure Active and Reserve Component Training Environment

Sustaining Training Proficiency Within the Band of Excellence
The Band of Excellence is the range of proficiency within which a unit is capable of executing its critical wartime METL tasks Sustainment training is key to maintaining unit proficiency Leaders must structure individual and collective training plans to practice critical tasks at the minimum frequency necessary for sustainment Sustainment training includes training of leaders, battle staffs, and units Sustainment training must occur often enough to train new soldiers and minimize skill decay Infrequent “peaking” of training for an event (CTC rotation) does not sustain wartime proficiency Personnel turbulence and availability of resources pose a continuous challenge to maintaining METL proficiency within the Band of Excellence Commanders apply the principles of training to sustain proficiency on METL tasks within the Band of Excellence DOCTRINAL POINT

Figure 2-5. Band of Excellence
Range of Proficiency CTC Rotation or AT Period EXEVAL FTX UCOFT TEWT FCX Sustained Mean Band of Excellence STX JANUS CCTT Improvement Unsustained Mean Sustained Unsustained SASO Deployment Personnel Turbulence Time Figure Band of Excellence (Wartime Mission) DOCTRINAL POINT

Combined Arms Training
Fundamental to the organization and operation of Army forces is combined arms Combined arms commanders have two complimentary training challenges: combined arms & functional proficiency Training challenge is the synchronization of BOS integration & functional tasks Training challenge is same for all echelons – Complexity of the challenge – scope & scale - increases at each higher echelon Combined arms training requires added emphasis Combined arms evaluation requires additional attention DOCTRINAL POINT

Live-Virtual-Constructive Environments
Cdrs use L-V-C to enhance training, replicate battlefield conditions, balance resources, and sustain readiness L-V-C provide a set of tools for Cdrs to train soldiers, staff, leaders, units, and themselves Cdrs select appropriate mix and frequency of L-V-C for best training results based on available resources Army relies on live field training exercises to provide realistic training Simulators & simulations cannot replace live training – they supplement, enhance, and compliment live training LFXs, STXs, etc. must be conducted under conditions that replicate actual combat, as much as possible Cdrs may potentially conduct training using L-V-C simultaneously Company and below conduct predominately standards-based live training Brigade and higher increasingly conduct more standards-based virtual and constructive training L-V-C are integral components of commanders training strategy DOCTRINAL POINT

DOCTRINAL POINT

Weekly Training Meeting
Evaluate Training Select Tasks Plan the Training Train the Trainers Recon the Site Issue Training Plan Rehearse and Conduct Pre-Execution Checks Execute Training Conduct After Action Review Retrain at First Opportunity Recovery Prepare Near Term Plan Execute Training Weekly Training Meeting F E E D B A C K Tasks selected at Weekly Training Meeting including tasks to be trained/retrained Training preparation and execution is reviewed weekly Training evaluations feedback into Training Management Cycle Training results feed back into training meetings Figure Training Execution Model DOCTRINAL POINT

Stability and Support Operations (SASO) Training
Army doctrine addresses the range of full spectrum operations Commanders at all echelons may conduct the four types of operations, Offense, Defense, Stability, & Support, simultaneously or sequentially to accomplish missions in war and SASO Simultaneous or sequential conduct of these operations determined by METT-TC Many SSC and PME tasks and standards are the same as those in MTW – the variable is the conditions Training doctrine emphasizes: Primary function of the Army – to fight and win our nation’s wars SASO missions require same degree of training and readiness as combat itself Units may be retasked or diverted from their wartime mission to execute SASO DOCTRINAL POINT

Joint, Multinational, and Interagency Training
Army provides Joint Force Commander (JFC) with trained and ready forces Army forces provide a JFC the capability to: Seize areas previously denied by the enemy Dominate land operations Provide support to civil authorities Joint Training must meet specific criteria: The training must apply joint doctrine and be based on joint tactics, techniques, and procedure (TTP) The training must be sponsored by a joint command Service Sponsored Interoperability Training: Two or more services training together using their respective service doctrine, and TTP Although, not classified as joint training, Service sponsored interoperability is a vital component of joint proficiency and readiness DOCTRINAL POINT

Joint, Multinational, and Interagency Training, cont.
Multinational Training: Based on applicable multinational, joint and /or service doctrine Designed to prepare organizations to respond to Presidential or Secretary of Defense mandates Interagency Training: Based on applicable standard operating procedures Designed to prepare interagency leaders and staffs to respond to Presidential or Secretary of Defense-approved mandates Army commanders are responsible to provide trained and ready forces capable of operating in joint, multinational, and interagency operations Army Training Doctrine provides Army commanders the tools necessary to train to exercise command and control of joint, and multinational forces and to provide interagency unity of effort The Principles of Training Battle Focus METL development Training management cycle DOCTRINAL POINT

Army Training and Education System
Training is a team effort and includes the institutional training base, units, combat training centers, self-development Institutional Army (training base) trains soldiers and leaders to take their place in an Army unit by teaching the doctrine Units train to standard on their wartime mission CTCs provide realistic and stressful training and operational experience under simulated combat or operational conditions to enhance unit readiness, and produce bold, innovative leaders Individual soldiers, NCOs, warrant officers, and officers are responsible for training themselves through self-development Commanders have the ultimate responsibility to train soldiers and draw on the effects of all four components to train their organizations DOCTRINAL POINT

Applicability to All Echelons of The Army
Army capstone training doctrine applicable to all Army organizations: AC & RC: CA, CS, & CSS MTOE & TDA: tactical & garrison Legacy, interim & objective force Doctrine applies to all levels of leadership: company/team thru MACOM and their staffs Understanding “How the Army Trains the Army” is key to successful operations Training is the Army’s number one priority All leaders are trainers DOCTRINAL POINT

Risk Management The nature of our profession is inherently dangerous
Commanders must train units to tough standards under realistic conditions Application of risk management process enhances execution of highly effective, realistic training Leaders use risk management to balance training realism and effectiveness with necessary risks in training Leaders identify hazards, assess risks, and then develop control measures to mitigate or eliminate hazards Risk management is a continuous process and is integral to each training plan Discussion and application of risk management will be expanded in FM 7-1 DOCTRINAL POINT

In Summary, FM 7-0: Updates and rewrites FM as the capstone training doctrine for The Army & Paves the way for rewrite of FM to FM 7-1 Creates full spectrum training doctrine for current and future operating environment that will endure into the Objective Force Supports the Legacy thru Objective Forces Addresses issues from The Army Training and Leader Development Panel (ATDLP) Officer and NCO Studies Emphasizes standards-based, performance oriented training Training remains the commanders’ responsibility

FM 7-1 Objectives Provide commander and S3 practical, “how to” training management guidelines and procedures Demonstrate“best practice” training techniques for legacy, interim, and objective forces Focus FM 7-1 for leaders at every level – MACOM through platoon Demonstrate METL collective task and leader, staff, and individual task crosswalk Emphasize NCO role in planning, preparation and execution of squad, team, crew, and individual task training Highlight the training execution model

FM 7-1 Tasks Provide “how to” doctrine to execute training management for full spectrum operations Provide examples that illustrate quality home station, during deployment and CTC training programs Provide combined arms training examples that illustrate conduct of training on functional and combined arms tasks Provide multi-echelon training examples that demonstrate leader, staff, and unit training Demonstrate mixing of L-V-C to train to sustain proficiency and to expand experience base for commanders, leaders, staffs and units Illustrate design of unit EXEVALs and Situational Training Exercises (STXs) scenarios to train for mission command

FM 7-1 Tasks, cont. Illustrate how NCOs:
Plan performance oriented training Use 5 steps of performance oriented training Train to standard not to time Evaluate individual skill competency Emphasize the training execution model importance in: Battalion and company weekly training meetings Training and rehearsals of trainers, OCs and OPFOR Planning for retraining and recovery Utilization of risk management to enhance training realism

FM 7-1 Road Ahead Analyze current FM 22 Feb– 02 Apr 02
ACTION MILESTONE Analyze current FM Feb– 02 Apr 02 VTCs with MACOM, Corps, Apr – 15 May 02 and Division G3s FM 7-1 Initial coordinating draft Sep 02 FM 7-1 Revised coordinating draft Jan 03 FM 7-1 Final coordinating draft Mar 03 FM 7-1 Final draft May 03 CSA release approved FM Aug 03

FM 7-0 Briefing.

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FM 7-0 Briefing.

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