What is the Commander’s role in training?
- Be present and actively engaged
- Ensure training is conducted to standard IAW T&EOs
- Demonstrate tactical and technical proficiency
- Protect training by eliminating distractions
- Ensure training is led by certified NCOs and Officers
- Effectively manage risk - review RM and controls
What are the Army principles of training?
- Commanders are the Primary Trainers: Commanders and leaders at echelon are responsible and accountable for the training and performance of their units. Commanders train and resource training one echelon down, and they evaluate to two echelons down. They are responsible for assessing unit training proficiency and prioritizing unit training. Subordinate unit leaders are the primary trainers of their elements. For example, a platoon leader is responsible for the training and performance of the platoon.
- Train as a Combined Arms Team: The Army fights as a combined arms team. To win, units must regularly train with the organizations they operate, and the capabilities with which they intend to fight. Leaders must proactively plan and coordinate training to account for as many elements and domains as possible with which they will operate.
- Train as You Fight: Leaders create training environments as close to combat-like conditions as possible. Such training environments include opposing forces (known as OPFOR) that replicate tough, realistic, and relevant near peer threats in a variety of operational variables so Soldiers and units train to overcome the stress, chaos, uncertainty, and complexity of combat.
- Fight to Train: It is a commander’s duty to fight through distractions and protect training. It is the higher echelon commander’s responsibility to defend their subordinate organization’s approved training from un-forecasted requirements and to underwrite associated risk to lower priority missions. Regardless of the quality of planning and preparation, there will be challenges to the execution of training. The fight to train ethic separates great trainers and units from the others.
What is the ARSOF Readiness Model?
- Provides a means of prioritizing training time and resources
- Based on 22 ½ month schedule to ensure the 1:2 D2D
- Follows 1/3-2/3 method, home station P1 : P2 in preparation for P3
- Phase I Reset: Individual Readiness/Taskings – 6 months. Unit focus on reintegration activities, rebuilding unit manpower, and equipment readiness. Referred to as red cycle.
- Phase II Trained/Ready: Collective Training – 10 ½ months. Units conduct EXEVALS, CULEX, CTCs to satisfy the CV2 process (certify, verify, validate). At the end of this phase the unit will be ready to be employed. This phase is referred to as Amber cycle.
- Phase III Available: Employment – 6 months. Following dwell time requirements, unit is deployed or ready to be deployed. This phase is referred to as Green cycle.
What is the purpose of the Commander’s Assessment?
- Leaders use evaluations and other feedback to assess soldiers, leaders, and unit /mission readiness.
- Commanders conduct training assessments to ensure quality training is conducted and the training meets or exceeds validated METL requirements.
What is the CV2 and OBJ-T of the Commander’s Assessment?
• CV2 Pathway:
Certification - Unit performs the task and is internally evaluated one level up. Memo generated for each task performed to standard. Certified up to (P).
Verification - All memos submitted as a training verification packet stating unit is ready for validation
Validation - External evaluation by two levels up. Evaluated up to (T).
• Objective-T Rating and Criteria (uses T&EO):
Trained - Advanced Task Proficiency - Free of significant shortcomings. >90% performance measures and leadership performance measures, 100% critical task performance measures.
Practiced - Basic Task Proficiency – Shortcomings require significant training to meet Army standard. >65% performance measures, >80% leadership performance measures, 100% critical performance measures.
Untrained - Cannot perform task – Requires complete training on the task to meet Army standard. <50% performance measures, <80% leadership performance measures, <100% critical performance measures.
What is the purpose of Command Training Guidance (CTG)?
- Higher is responsible for determining and communicating the training priorities
- Ensures subordinates understand, support, and nest Unit Training Program.
- Provides clear and concise guidance on what is trained, when it is trained, who is trained, and why.
What does Command Training Guidance (CTG) identify?
- Unit training focus
- Desired readiness level
- Long-range planning horizon
- Time management Cycle
- EXEVAL dates and responsibilities
- CTC rotation dates
- Training Environments
When does dialogue about Command Training Guidance (CTG) happen?
Ongoing, and:
- Mission analysis back brief
- Training briefings (2 levels up)
- Weekly training meetings (1 and 2 levels up)
- Before, during, and after EXEVALs
What is Directed Training Affiliation (DTA)?
• Mutually beneficial training alignment that facilitates the need of AC and NG to meet mission and training requirements. Establishes dedicated, year round training relationships.
• Alignment:
- 20th SFG - 7th SFG (exp. 1/20 – 5th SFG)
- 19th SFG – 1st SFG (exp. 5/19 – 10th SFG)
What are the requirements for advanced skills and the minimum for an SFOD-A?
Skill # per ODA SLJM x2 (at least 2 of triad) SFSC I x1 SFSC II x1 ASOT-C x1 Achilles Dagger x4 SFAUC All JTAC x1 ODB, 3x within Company ODA’s JFO x1 SUAS x2 MFFPC x12 MFFJM x2 CDQC x12 DIV SUP x2 DMT x2 (1 NG) MTN (Mountain Leader) x2 MTN (Senior Mountaineer) x4 MTN (Basic Mountaineer Operator) All Remaining
How are Battle Tasks developed for an SFOD-A? Draw the diagram.
Subordinate units prioritize the METs within the Standardized METL after conducting the MDMP for Developing a Unit Training Plan (BFA) of specified and implied tasks contained in War Plans (higher headquarters Operational Requirements, OPLANs, CONPLANs) and External Directives (training guidance, training requirements, and High echelon METLs. Additionally, battalions publish subordinate company, detachment, and section Operational Requirements. From these requirements, SFOD-A prioritize Battle Tasks that support the Company’s METL.
- What are the similarities and differences between CIDTs and JCETs?
Similarities between JCET and CIDT:
- Title 10 Authorities
- Training with host nation forces
- Train with MOD and MOI
- Require Leahy Vetting
Differences:
- JCET: Section 322, CIDT: Section 333
- CIDT allows Advise and limited Equip
- CIDT: Limited MILCON
- Expenses – JCET: Incremental Expenses Only, CIDT: Expedited acquisitions
- JCET: Benefit for USSOF, training in UW/FID/Language
- CIDT: Building Partner Capacity program to strengthen capability and capacity to counter illicit drugs
How is a SMEE different?
- Exchange of info about a wide variety of military topics
- No Training, Advising, or Equipping
- MOD + MOI + OTHERS
- No Leahy Vetting
- No Acquisitions
- No MILCON
What are the similarities and differences between SAAM or TPFDD?
TPFDD Pros:
- MACOM does all planning and coordination
- Once requirements are submitted, TRANSCOM is responsible for all movement.
TPFDD Cons:
- No route flexibility (TRANSCOM Planned)
- Price Non negotiable
- Non feasible for movement of small units
- Must have minimum of 100 PAX and/or 25 Short Tons
- Penalized for not making weight, risk loss of mission
SAAM Pros:
- Accommodates movement of small forces (ODA’s)
- Route Flexibility (User Planned)
- Price Discounts (10% discount if submitted 30 days out)
- User/Wing/Planners continuity
- Ability to change cargo requirements CONUS & in AOR w/o notice
SAAM Cons:
- User does all planning and coordination with host nations AMC manager,
MILGROUP/MAG.
- If changes are made within the 30 day window, user losses 10% discount.
What are the three Army training domains?
- Institutional
- Operational
- Self-development
Describe Institutional Domain and provide an example.
- Army centers/schools, provides initial training
- PME&T for soldiers, military leaders, Army civilians
- Qualifies individuals on common tasks, critical tasks for MOS
- Instill core values of Army Profession, Army Ethic
- Examples: Basic Training, AIT, SLC, BOLC
Describe Operational Domain and provide an example.
• Encompasses training activities that unit leaders
schedule, and individuals, units and organizations undertake.
• Where leaders undergo the bulk of their development
• Includes deployable units designed to maintain readiness for strategic, operational, tactical missions
• Progressive training at home, MOB centers, CTC
Describe Self-development Domain and provide an example.
- Planned and goal oriented learning
- Bridges gaps between operational and institutional domains
- Reinforces and expands the depth and breadth
- BA/advanced degree, seeks mentor/coaching, credentialing opportunities
What is Human Rights Vetting?
- Law prohibiting the U.S. Government from using funds for assistance to units of foreign security forces where there is credible information implicating that unit in the commission of gross violations of human rights (GVHR).
- All SOF Training events that need a SECDEF DEPORD require HRVs such as JCETs and CIDTs.
- There are two types: individual and unit vetting. This process is run through the Department of State and identifies individuals or units known or suspected to have committed GVHR.
What are the 6 principals of leader development?
DEEELS
• Developing leaders who can fight their formations and win - training is the key/most important leader development we do
• Establish leader goals, objectives, expectations
• Evaluate and assess leaders in training
• Ensuring training plans include leader development training objectives.
• Leader development is a proactive process
• SR leaders develop subordinates
What is BFA?
BFA ensures training focuses on the requirements of the warfighting Geographic Combatant Commanders. Commanders at each level must be involved in this process.
What are the phases & objectives of BFA?
Phases: • Mission Analysis, METL Development, Validation. • Training Plan Development • POI/Mission Profile Update • Area Study
Objectives
• Familiarize operational elements with mission requirements and assigned AOR’s.
• Periodic analysis and prioritization of METL
• Update War and Support Plans
• Development of initial plans prior to Contingency Operations
• Maintain and update unit load out, and deployment requirements.
List and define the categories of Operational Environment on the Objective Task Evaluation Criteria Matrix
a. Static: Aspects of operational variables (PMESII-PT) needed to stimulate mission variables (METT-TC) are fixed throughout the unit’s execution of the task.
b. Dynamic: Operational variables and threat TTPs for assigned counter-tasks change in response to the execution of friendly force tasks.
c. Complex: Requires a minimum of four — terrain, time, military (threat), and social (population) — or more operational variables; brigade and higher units require all eight operational variables to be replicated in varying degrees based on the task being trained.
d. Single Threat: Conventional force, irregular force, criminal element or terrorist force.
e. Hybrid Threat: The diverse and dynamic combination of conventional forces, irregular forces, terrorist forces, and criminal elements unified to achieve mutually benefitting effects.
What is a Training Concept? What are the steps to develop the concept?
A document which outlines a training idea/mission and contains all the information necessary to plan and conduct the training/mission.
Development Steps • Determine training desired • Determine if written concept is required • Conduct research • Complete written document • Submit for review / approval • Continue to refine concept
