1. TRAINING THE FORCE

2. PARADIGM SHIFT OLD TRAINING METHOD –ALERT –TRAIN –DEPLOY –EXTENDED BUILD UP –SHAPING OPS –DECISIVE OPS –THINK D-DAY NEW TRAINING METHOD –TRAIN –ALERT –DEPLOY –THINK OPERATION ANACONDA TRANSPARENT TO THE PLATOON LEADER BECAUSE EVERY DAY IS A TRAINING DAY

3. 2LT EXPLAINS AND APPLIES U.S. ARMY TRAINING MANAGEMENT DOCTRINE TERMINAL LEARNING OBJECTIVE

4. ILLUSTRATED TLO

5. Training Management Cycle Chapter 2 METLDevelopment Chapter 3 Planning Chapter 4 Execution Chapter 5 Assessment Prepare Training Assessment Prepare Long-Range Plan Prepare Short-Range Plan Prepare Near-Term Plan Execute Training Evaluate Training Conduct Organizational Assessment Wartime Mission Establish Mission Essential Task List Fm 25-100, PG 1-9 Feedback

6. Training the Force and Battle Focused Training TASK: Demonstrate an understanding of US Army Battle Focused Training Doctrine CONDITION: Given Training Management slide show, FM 25-100, FM 25-101, ARTEP 7-8 MTP extract and other Training Aids, and three periods of instruction in a classroom environment. STANDARD: Score at least 70% on a written exam that includes questions relating to Battle Focused Training. Receive a GO rating with at least a 70% of available points on an assignment to develop a squad STX.

7. ELO A Student explains current US Army training management doctrine.

8. FM 25-100 (Training Doctrine) Focused at Brigade and Division Focused at Brigade and Division (METL Goes Down to Company Level ) FM 25-101 (How to Manual) Focused at Battalion and Below Focused at Battalion and Below Training the Force

9. DOCTRINE DEFINED doctrine: Concise expression of how Army forces contribute to unified actions in campaigns, major operations, battles and engagements; describes the Army's approach and contributions to full spectrum operations on land; authoritative but requires judgment in it's application; rooted in time-tested principles but is adaptable to changing technologies, threats, and missions; detailed enough to guide operations, yet flexible enough to allow commanders to exercise initiative within the specific tactical and operational situation; to be useful, doctrine must be well know and commonly understood

10. SOURCES OF DOCTRINE “… Doctrinal manuals provide leaders correct procedures and principles in order to conduct training properly… When Army standards are not published, leaders must develop standards that are challenging, attainable, and easily evaluated. …leaders two levels up approve these standards. Found- FMs, TCs MTPs Drill Books STPs ARs FM 25-101, Pg. 1-5 FM 7-0, page 2-7 states that commanders will establish task, condition, and standard for mission tasks that involve emerging doctrine or non- standard tasks. The next higher commander approves creation of the standard

11. HOW THE ARMY TRAINS Team Effort of- DA/MACOM- resourcing Institutional Training Base- schooling Units, Leaders, and Soldiers- train to standard Combat Training Center/Deployments- 24 hr ops Self-Development FM 7-0 page 1-4

12. ARMY TRAINING AND LEADER DEVELOPMENT MODEL

13. THE TRAINING CHALLENGE Train in a resource constrained environment Time is inelastic (FINITE) Train to warfight Train to maintain near term readiness Lower priorities Compliance training non-mission activities FM 7-0, PAGE 1-3

14. 10 Principles of Training FM 7-0, page 2-2 Commanders are responsible for training. NCOs train individuals, crews, and small teams. Train as a combined arms and joint team. Train for combat proficiency.  Realistic conditions.  Performance-oriented. Train to standard using appropriate doctrine. Train to adapt. Train to maintain and sustain. Train using multiechelon techniques. Train to sustain proficiency. Train and develop leaders.

15. Commander’s Role In Training Develop and communicate a clear vision Train one level down, Evaluate two down Require subordinates to know and do their part in training Train all elements to be proficient on their METL tasks Develop subordinates Get involved in A-P-P-E-A Demand training standards are achieved Ensure proper task and event discipline Foster a command climate that is conducive to good training Eliminate training distracters

16. Overlapping Training Responsibilities COMMANDER INDIVIDUAL TRAINING COLLECTIVE TRAINING LEADER TRAINING OFFICERS NONCOMMISIONED OFFICERS FM 7-0, PAGE 2-11

17. Integration of Collective And Soldier Training Battle Focus FM 7-0 PAGE 2-14 Evaluate Training Against Established Standards Each CDR Each CSM/1SG Conduct Training Assessment Determine Training Objectives Determine Strategy And Plan For Training Conduct Pre-Execution Checks Execute Training And Conduct AARs Select Collective M.E. Tasks Conduct Training Assessment Determine Training Objectives Determine Strategy And Plan For Training Conduct Pre-Execution Checks Execute Training And Conduct AARs Select Supporting Ind Tasks

18. ELO B Student explains how a METL is created and demonstrates how the METL is linked to the ARTEP MTP series of publications

19. Mission Essential Task List FM 7-0 page 3-2 A mission essential task is a collective task an organization has to be proficient at in order to accomplish an appropriate portion of its wartime operational mission. Units can not achieve/sustain proficiency on every training task Commanders identify those tasks essential to accomplishing the unit’s wartime operational mission Battle Focused METL provides foundation for unit training program All units that are company sized and above have a METL approved by their wartime commander

20. METL Fundamentals FM 25-100, CHAP 2 Derived From Wartime Missions and External Directives Must Apply to Entire Organization Must Support Higher HQs METL The METL Is Not Prioritized

21. METL Development Process FM 7-0 page 3-3 Operational Environment Enduring Combat Capabilities Wartime Operational Plans External Guidance Directed Missions Higher CDR’s Guidance CDR’s MSN Analysis Subordinate CDR’s MSN Analysis Higher CDR’s Approval Mission Essential Task List (METL)

22. METL Linkage

23. Move by Road/Rail Prep for Combat Occupy Assembly Area Move Tactically Defend Attack Perform Passage of Lines Assault Reorganize/Consolidate Maintain OPSEC Withdrawal Perform CSS Breach Obstacle Division Tasks/War Plans Deploy Defend Attack Assault Maintain OPSEC Perform CSS BN METL Deploy Move Tactically Defend Attack Assault CO METL

24. METL Linkage Establish AA Conduct Attack Conduct Ambush Defend (7-3/4-1115) PLT/SQD Collective Tasks Deploy Move Tactically Defend (7-2-1115) Attack Assault CO METL Prepare Fighting Position Maintain a weapon Individual Tasks Elements of a Task (Any level) 1.Task 2.Condition 3.Standard 4.Task Steps and Performance Measures 5.Task Performance Summary Block 6.Supporting Soldier’s Manual Tasks 7.Supporting Collective Tasks 8.OPFOR Tasks and Standards 9.* = leader task, + = critical task

25. METL SMART CARD # 1 Bn TaskPlt collective task Individual Tasks Leader Tasks Date Trained #1 Co Task#2 #3 #4 #5

26. ELO C Student can apply the 8 step training model technique during develop a sqd STX lane P.E.

27. EIGHT STEP TRAINING MODEL

28. 1.Plan the Training 2.Teach the Teacher 3.Recon 4.Publish the Order 5.Rehearse 6.Execute the Training 7.AAR 8.Retraining

29. OBJECTIVES Develop confident leaders Develop soldier confidence in leaders/leadership Ensure good training

30. Plan the Training Doctrine/TTP Search Develop Commander’s Intent Develop Training Objectives METL/Battle Tasks Assessments Develop Training Concept Identify Key Personnel Command and Control Instructor Level/Training Support Personnel Identify Support Requirements List Coordination Requests Develop Training Plan

31. Teach the Teacher Reading Assignment Conduct Leaders Teach Certify/Validate Teachers Review Doctrine/TTPs Transition from Chart to Ground

32. Recon Recon Training Site All Key Players Attend Commander Briefs Concept Assign Responsibilities

33. Publish the Order Warning ORD/OPORD Training Schedule

34. Rehearse Conducted at the Training Site All Key Personnel Attend Key Personnel Back Brief Commander Full Dress Rehearsal

35. Execute The Training AAR Retraining

36. ELO D Student applies risk management procedures

37. Risk Management Risk management is not an add-on feature to the decision-making process but rather a fully integrated element of planning and executing operations... risk management helps us preserve combat power and retain the flexibility for bold and decisive action. Proper risk management is a combat multiplier that we can ill afford to squander. General Dennis J. Reimer Chief of Staff, Army 27 July 1995

38. Risk Management FM 100-14 5 Step Process Planning Stage Execution Stage

39. Risk Management 5 Step Process 1.ID hazards 2.Assess hazards 3.Develop controls and make risk decision 4.Implement controls 5.Supervise and evaluate Risk Assessment Phase Risk Management Phase

40. Risk Management Worksheet RISK MANAGEMENT WORKSHEET 1. Organization and Unit Location: 2. Page of 3. Mission/Task: 4. Begin Date: 5. End Date: 6. Date Prepared: 7. Operational Phase in which the Mission/Task will be conducted: 8. Tasks9. Identify Hazards10. Initial Risk Level 11. Develop Controls12. Resid ual Risk Level 13. Implement Controls (“How To”) 14. Who/How Supervised

41. Step 1: ID Hazards M-TETT-C Method Mission Terrain and weather Enemy Troops Time/Sleep/Activity/ Prep Civil considerations Systems Method Environmental Soldier Equipment Training

42. Step 2: Assess Hazards Substep A(Probability) –Single/fleet of items –Single/all soldiers Frequent (A) Likely (B) Occasional (C) Seldom (D) Unlikely (E) Substep B(Severity) –Degree of injury/illness –Loss/damage to equipment –Environmental damage –Loss of combat power Catastrophic (I) Critical (II) Marginal (III) Negligible (IV)

43. Step 2: Assess Hazards Substep C PROBABILITY Frequent A Likely B Occasional C Seldom D Unlikely E SEVERITYSEVERITY Catastrophic I EEHHM Critical II EHHML Marginal III HMMLL Negligible IV MLLLL E= Extremely High Risk H = High Risk M = Moderate Risk L = Low Risk

44. Step 3: Develop Controls Developed based on identified hazard Examples –SOPs/Leader checks –Prerequisite NVG driving prior to executing the mission –Dry fire, blank fire on same terrain prior to live fire –Additional water during hot periods coupled with forced hydration and mandatory rest periods Next part- review risk decision = residual risk level Last part- Sign risk assessment at correct level

45. Step 4: Implement Controls Conducting rehearsals, rock drills, battle drills, and so forth Conducting intensive threat and friendly vehicle ID Identification refresher training for all antiarmor and air defense weapons crews Conducting orientation for replacement personnel Carrying weapons and wearing flak jackets and helmets when outside secure compounds.

46. Step 5: Supervise and Evaluate Supervise –Leaders at all levels execute their part –Presence at rehearsals to ensure compliance Evaluate –Did the controls work/were they effective –What should be changed

47. Risk Management WE ARE NOT DONE YET WE HAVE NOT EVEN CROSSED THE LD WE JUST FINISHED THE PLAN NEXT STEP IS RISK MANAGEMENT DURING EXECUTION

48. Risk Management Execution Stage Risk is continuously addressed and the plan is adapted based on changes in conditions. Not a reason to stop training

49. Risk Management

50. ELO E Student applies the fundamentals of the After Action Review (AAR) Process

51. INFORMAL –Leader visit at training –Real time feedback FORMAL –Dedicated evaluators –On the calendar INTERNAL –Planned in house –Resourced in house –Out of hide EXTERNAL –Planned, resourced, and conducted at an echelon higher than the unit being evaluted AAR = Assessment FM 25-100, PG 5-1 Can be any combination of these four factors

52. AARs FM 25-100, PG 5-1 TC 25-20 A structured review process that allows training participants to discover for themselves what happened and how it can be done better. The AAR is a professional discussion that requires the active participation of those being trained. METL Focused Emphasis on Army standards not on failure Uses “leading” questions to foster “self-discovery” Allows large number of participants to recall “What happened”

53. AARs Cont. FM 25-100, PG 5-2 Four parts of an AAR Establish what happened Determine if what happened was right or wrong –Done by MTP standard –Locally approved standard two levels up from training unit Determine how to do the task correctly next time Perform the task again

54. AARs Cont. TC 25-20, pages 4-4 to 4-5 Discussion of Key Issues Chronological Order Battle Field Operating Systems (MAN, FS, etc) Key Events/Themes/Issues –The Breach –PCC/PCIs –Readiness –Marksmanship

55. Evaluators FM 25-100, PG 5-2 Proficient in Planing, preparing and conducting AARs Familiar with evaluated units METL Tactically & technically proficient Know the standards Follow the SOPs of the evaluated unit Apply relevant information about the unit (equipment status, personnel turbulence etc)

56. T/P/U RATING SYSTEM The commander’s assessment of training proficiency on METL tasks is rated as either T (trained), P (needs practice), or U (untrained). FM 25-101, pg 3-13

57. T/P/U RATING SYSTEM T (trained) means that the unit successfully performed all subtasks. Only sustainment training is needed. The leader judges task performance to be free of significant shortcomings. Practice on T tasks is designed to keep soldiers from losing proficiency.

58. T/P/U RATING SYSTEM P (needs practice) means that the unit perform the task with some shortcomings. All critical subtasks were performed, but one or more noncritical subtasks were performed unsuccessfully. Additional training is required.

59. T/P/U RATING SYSTEM U (untrained) the unit incorrectly performed or failed to perform one or more critical subtasks. The leader prepares a comprehensive strategy to train all supporting tasks not executed to standard.

60. ELO F Student demonstrates how to use DA Pam 350-38 Standards in Weapons Training (STRAC)

61. STRAC INTRODUCTION Resourcing -Drives ammo allocation in your unit -Based on weapons density Range Math -108 rds x 20 firers = ? -How much overage -How much was requested

62. What drives your ammunition allocation Standards in Weapons Training DA PAM 350-38 3 JULY 97

63. Training Readiness Conditions Levels and Categories Active Duty UnitsTRC A & S * National Guard Enhanced BDEsTRC B Reserve ComponentsTRC C USAR Training DivisionTRC D Note: S TRC level is for Special Reaction Teams (SRT) formed from active MP Units (Civilian Equiv. Swat or Body Guard Type Mission) Category I (Rifle / Infantry Scout) –11B or 11M soldiers in a rifle platoon –19D or 11B assigned to scout/LRS unit Category II (All others) –Applies to all other soldiers that are not assigned to rifle or Infantry scout squads

64. Chapter 5, STRAC Infantry Weapon Systems Each program (category) contains a standard and strategy which outlines the training sequence and includes suggested frequencies of Live Fire, Subcaliber Fire, And device usage. The weapons density in your unit multiplied by the number of soldiers in TRC ? And category ? Drives the unit ammunition allocation and this resource drives your planning when when developing the training strategy!!

65. Table 5-5. Cross reference table Weapon Systems TRC ATRC BTRC CTRC D Machine Gun M60/M240B (CAT I) Para 5-8 a. Table 5-29 o 90% of assigned MG/AG will qualify: o MG last 6 mo o AG last 1 YR o LFX last past 3 months. o PLT EXEVAL last 6 mo. o 80% of assigned MG/AG will qualify: o MG last 1 yr o AG last 2 YR o LFX last YEAR o PLT EXEVAL last 2 YR o 80% of assigned MG/AG will qualify: o MG last 1 yr o AG EVERY OTHER TNG YR No TRC D units Machine Gun M60 /M240B M249LMG(CAT II) Para 5-8 b. Table 5-30 o 90% of assigned MG/AG will qualify: oo MG last YR AG last 2 YR o 80% of MG will qualify within past training year and will have completed all record fire requirements within the past 2 training years. o 80% of assigned machine gunners will qualify within past training year. o 80% INSTR qual on the record (10 meter) and transition courses within the past 12 months.

66. Frequency By TRC Event Rounds Per EventA B C Pre-Marksmanship TNGEST4 4 2 10 Meter Zero/Prac117 Ball2 1 1 10 Meter Record119 Ball2 1 1 Transition Zero/Practice182 Mix2 1 0 Transition Record 154 Mix2 1 0 Night Zero/Practice/Record196 Mix2 1 0 Assistant Gunner (AG) 10M236 Ball1.5 1.5 1 AG Transition/Night532 Mix1.5 1 0 Sqd/Plt LFX300 Mix6 2 1 0 CALFEX200 Mix1 0 0 Sqd/Plt/Co FTX/STX400 Blank4 2 1 1 Bn FTX400 Blank2 0 0 EXEVAL (ARTEP)400 Blank2 1.5 DRF Prep Fire 3 40 Mix

67. Annual Ammunition Cycle BN Annual Allocation (1) Company Annual Allocations (1) Monthly Allotments (Annually) (2) Projected budget based on annual training requirements, guidance and annual allocation. Preferably alloted by week. USES STRAC Monthly Forecasts (5 mo out) (3) Revised projection which determines the ammunition available for the period forecasted. Consists of an adjusted allotment based on updated training guidance and previously unused ammunition from this FY. Ammunition Requests (4) (by week 6 weeks out MIN, MAY BE LONGER) Prep DA Form 581 (5) Company requests are consolidated and adjusted as necessary to match depot packaging round count. Process DA Form 581 (6) BDE, DAO and ASP confirm authorization and availability of ammunition based on forecast and on- hand status of requested ammunition Unexpected Requirements Unforecasted, short notice events. May require Bde Cdr’s signature. Draw, Utilization, Storage, Turn-in Preparation (7) Ammo Conference 4 months out, Bde ammo manager attends, DAO approves forecasts, ASP coordinates for ammo. DA Form 581 (8) Excess ammunition returned to ASP and made available for re- forecasting Ammo Supply Point DA581’s prepared for dunnage and live turn-in. DA Form 581 Reconciliation (9) DA 5811-R, Live T/I, and Residue T/I to account for 100% of ammunition

68. Where does the PL fit into training management?

69. CDRs’ Responsibilities PL’s role in TNG MGMT Brigade Commander - Train Battalion Commander and his staff. Battalion Commander - Train Company Commanders with their companies Company Commander - Company Commanders train platoon leaders Platoon Leaders - Train Squad Leaders NCOs - Train sections, squads, teams, crews and soldiers FM 25-101, CH 2

70. CDRs’ Responsibilities PL’s role in TNG MGMT Platoon Leaders - Train Squad Leaders –APPEA Assessment Planning Preparation Execution Assessment -Leader Book- A way to track you platoon’s collective and individual status -Training Meetings- The forum for feedback to higher for future training NCOs - Train sections, squads, teams, crews and soldiers

71. Training Management Cycle Chapter 2 METLDevelopment Chapter 3 Planning Chapter 4 Execution Chapter 5 Assessment Prepare Training Assessment Prepare Long-Range Plan Prepare Short-Range Plan Prepare Near-Term Plan Execute Training Evaluate Training Conduct Organizational Assessment Wartime Mission Establish Mission Essential Task List Fm 25-100, PG 1-9 Feedback

72. TRAINING THE FORCE