Rear Detachment Commander. Computer-Based Training. Module 10: Training Management

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1 Rear Detachment Commander Computer-Based Training Module 10: Training Management

2 Table of Contents 1. TRAINING MANAGEMENT IMPLEMENTING A TRAINING PLAN Principles Of Training Training Meetings Mission Essential Task List Development Inputs To METL Development Identifying Tasking/Training Support TRACKING FAMILY READINESS TRAINING SUMMARY POINTS FOR PLANNING TRAINING... 9

3 1. TRAINING MANAGEMENT To enable Rear Detachment Commanders to demonstrate the integration of prerequisite knowledge, skills, and abilities to implement a training plan and track family readiness training Implementing a Training Plan From the preface of FM 7-0: The United States Army exists for one reason--to serve the Nation. From the earliest days of its creation, the Army has embodied and defended the American way of life and its constitutional system of government. It will continue to answer the call to fight and win our nation s wars, whenever and wherever they may occur. That is the Army s non-negotiable contract with the American people. The Army will do whatever the Nation asks it to do, from decisively winning wars to promoting and keeping the Peace. To this end, the Army must be strategically responsive and ready to be dominant at every point across the full spectrum of military operations. Today, the Army must meet the challenge of a wider range of threats and a more complex set of operating environments while incorporating new and diverse technologies. The Army meets these challenges through its core competences: Shape the Security Environment, Prompt Response, Mobilize the Army, Forcible Entry Operations, Sustained Land Dominance, Support Civil Authorities. We must maintain combat readiness as our primary focus while transitioning to a more agile, versatile, lethal, and survivable Army. Doctrine represents a professional army s collective thinking about how it intends to fight, train, equip, and modernize. When the first edition of FM , Training the Force, was published in 1988, it represented a revolution in the way the Army trains. The doctrine that articulated by FMs , Training the Force, and , Battle Focused Training, has served the Army well. These enduring principles of training remain sound; much of the content of these manuals remain valid for both today and well into the future. FM 7-0 updates FM to our current operational environment and will soon be followed by FM 7-1, which will update FM FM 7-0 is the Army s capstone training doctrine and is applicable to all units, at all levels, and in all components. While the examples in this manual are principally focused at division and below, FM 7-0 provides the essential fundamentals for all individual, leader, and unit training. Training for warfighting is our number one priority in peace and in war. Warfighting readiness is derived from tactical and technical competence and confidence. Competence relates to the ability to fight our doctrine through tactical and technical execution. Confidence is the individual and collective belief that we can do all things better than the adversary and the unit possesses the trust and will to accomplish the mission. Rear Detachment Commander Course 1

4 FM 7-0 provides the training and leader development methodology that forms the foundation for developing competent and confident Soldiers and units that will win decisively in any environment. Training is the means to achieve tactical and technical competence for specific tasks, conditions, and standards. Leader Development is the deliberate, continuous, sequential and progressive process, based on Army values, that develops Soldiers and civilians into competent and confident leaders capable of decisive action. Closing the gap between training, leader development, and battlefield performance has always been the critical challenge for any army. Overcoming this challenge requires achieving the correct balance between training management and training execution. Training management focuses leaders on the science of training in terms of resource efficiencies (People, time, ammo, etc) measured against tasks and standards. Training execution focuses leaders on the art of leadership to develop trust, will, and teamwork under varying conditions--intangibles that must be developed to win decisively in combat. Leaders integrate this science and art to identify the right tasks, conditions, and standards in training, foster unit will and spirit, and then adapt to the battlefield to win decisively! FM 7-0 provides the Training Management Cycle and the necessary guidelines on how to plan, execute, and assess training and leader development. Understanding How the Army Trains the Army to fight is key to successful joint, multinational, interagency and combined arms operations. Effective training leads to units that execute the Army s core competencies and capabilities. All leaders are trainers! This manual is designed for leaders at every level and in every type of organization in the Army. Source: FM 7-0 Preface PRINCIPLES OF TRAINING 1. Commanders are responsible for training. 2. NCOs train individuals, crews, and small teams. 3. Train as a combined arms and joint team. 4. Train for combat proficiency. a. Realistic conditions. b. Performance-oriented. 5. Train to standard using appropriate doctrine. 6. Train to adapt. 7. Train to maintain and sustain. 8. Train using multiechelon techniques. Rear Detachment Commander Course 2

5 9. Train to sustain proficiency. 10. Train and develop leaders. THE MISSION OF REAR DETACHMENT TRAINING PROGRAM: Ensure all Soldiers assigned or attached to Rear Detachments receive training to ensure they are capable of executing their mission. TARGET POPULATION: Permanent Party/Rear Detachments Inbound Transients Outbound Transients TRAINING FOCUS: Individual Battle Skills IRT Skills Mandatory/Specialty Skills TRAINING MANAGEMENT: Weekly Training Meetings Training Schedules Sergeants Time Training At the company level, long-range planning encompasses training that is planned for and resourced 12 months. Short-range planning is a refinement of the long-range plan. The short-range plan defines in specific detail the broad general guidance found in the long-range plan. The short-range plan begins with a training assessment, and results in specific command training guidance (CTG). Short-range planning at the battalion and company level has a planning horizon of 3 months (AC). Near-term planning identifies specific actions required to execute the short-range plan. Near-term planning covers a four- to six-week period before the execution of training. Weekly Training Meetings Training Schedules Planning LONG-RANGE PLANNING SHORT-RANGE PLANNING NEAR-TERM PLANNING Rear Detachment Commander Course 3

6 Training Meetings Training meetings are periodic meetings conducted by leaders to review past training, plan and prepare future training, and exchange timely training information between participants. Phase I: Assessment (completed training). Phase II: Coordination. Phase III: Future planning. Use TC A LEADER'S GUIDE TO COMPANY TRAINING MEETINGS as guide: KEEP IN MIND: Address all your populations All elements need to be represented Synchronize Training to OPERATIONAL REQUIREMENTS: Downrange Force Protection R&R, Redeployment NOT admin, operations, or plans meetings TRAINING MEETINGS TIPS FOR TRAINING MEETINGS: Training meetings should be conducted on the same day and time each week Location should not change Long Range Calendar/Wall Chart Personnel Status Current/Projected Must have an AGENDA Know what T week you are discussing so you know the tasks that should be done Stick to a timeline Training Schedules Training schedules assist the RDC in organizing, planning, conducting, and recording training in the unit. The three main rules for training schedules are: 1. Develop them 2. Use them 3. Plan 6 Weeks out Rear Detachment Commander Course 4

7 Resources available to the RDC regarding Training: Next Higher HQ ACS Installation Staff Institutional Support: CATC, NCOA TSAE STRAC/TAMIS-R Section Master Gunner Branch Mission Essential Task List Mission Essential Task List Development Army Mission Essential Tasks Shape the security environment Respond promptly to crisis Mobilize the Army Conduct forcible entry operations Dominate land operations Provide support to civil authorities Rear Detachment Commander Course 5

8 INPUTS TO METL DEVELOPMENT There are five primary inputs to METL development. Wartime Operational Plans The most critical inputs to METL development are the organization's wartime operational and contingency plans. The missions and related information provided in these plans are key to determining essential training tasks. Enduring Combat Capabilities The fundamental reason for the organization and operation of Army forces is to generate effects of combined arms in order to contribute to successful execution of wartime operational missions. To do this, Army commanders form combat, CS, and CSS forces into cohesive teams through training for combat proficiency. Enduring combat capabilities are the unique contribution each unit makes to ensure the Army successfully accomplishes any mission anytime anywhere. Operational Environment The operational environment has six dimensions; Threat, Political, Unified Action, Land Combat Operations, Information, and Technology (see FM 3-0). Each dimension affects how Army forces combine, sequence, and conduct military operations. Commanders tailor forces, employ diverse capabilities, and support different missions to succeed in this complex environment. Figure 3-8. Example of Training Objective for a Brigade Mission Essential Task The following are documents that will assist commanders and staffs in developing collective and individual training objectives MTP. Soldiers manuals Soldier training publications DA Pam Deployment or mobilization plans. AUTL UJTL Army, MACOM, and local regulations. Local standing operating procedures (SOP). Rear Detachment Commander Course 6

9 Identifying Tasking/Training Support As an RDC, you will receive taskings from higher headquarters. It is your responsibility to respond appropriately to all taskings and ensure that taskings and trainings are conducted in a timely manner. For support in planning training, utilize the following resources: 1. The Army Training Support Center at: 2. Standards in Training Commission (STRAC) Serves TRADOC and HQDA G3 DAMO-TRC as the Executive Agent to oversee the development, validation, and publication of home station collective and individual, institutional and contingency-related training munitions requirements. See our site for updated information and links to assist MACOMS and Units in developing weapon training strategies and requirements. AR 350-1, Army Training and Education and AR , Management of Army Individual Training Requirements and Resources are the guides for an RDC who is conducting training for the unit. Common Core Task List RDCs are responsible for conducting common task training. The Common Core Task List can be found here: Tracking Family Readiness Training Explaining AFTB: As an RDC, encourage your family members to participate in the AFTB program. This curriculum is taught by Army spouses to Army spouses and covers a wide range of topics from Army Acronyms and How to Read an LES in Level One to Group Dynamics and Conflict Resolution in Level Three. The best way to fully explain AFTB is to take the courses yourself. You can now take online courses in AFTB, which will familiarize you with the program and make explaining it to family members much easier. A summary of AFTB: AFTB is a volunteer-led organization with a central tenet: provide training and knowledge to spouses and family members to support the total Army effort. Strong families are the pillar of support behind strong Soldiers. It is AFTB's mission to educate and train all of the Army in knowledge, skills, and behaviors designed to prepare our Army families to move successfully into the future. AFTB contributes to the Army mission by educating and training the Army family to be self-sufficient leaders within their communities. AFTB Level I focuses on the basic skills and knowledge needed to live the military life. Level II allows the participant to grow into a community leader. Finally, Level III goes into inspiring and mentoring others into leadership positions. AFTB is organized along the command line of the US Army Installation Management Agency (for installation based programs) and by Major Command (MACOM) lines for all others. There are currently 221 active programs world-wide with more than 20,000 volunteers and paid staff all with one commitment at heart: Connecting Families to the Army.One Class at a Time! Rear Detachment Commander Course 7

10 Explaining Operation READY: Operation READY (Resources for Educating About Deployment and You) is a training and information resource that was developed after the Persian Gulf War from lessons learned in deployment. This system has a wide range of resources to which you can refer your family members. From coloring books for kids (to help them understand the deployment cycle) to handbooks for FRG Leaders and families, this resource is highly beneficial and should be promoted by the Rear Detachment to the unit families. For more information on Operation READY, visit and click on Managing Deployment. Explaining Other Available Resources: As the RDC, a good place to start looking for information or resources dealing with family members is the installation Army Community Services center. The ACS staff can direct your questions and request to the appropriate service. Contact ACS before deployment and ask for installation and community resources that are available to your family members. In addition to contacting ACS, maintaining a resource library is a must for RDCs. When a family member comes to you with a problem, you will be able to refer to your resource library and resource your families quickly and accurately. The RDC is responsible for coordinating the FRG training plan. First and foremost, this means ensuring that the FRG Leader has completed an FRG Leader training course. Keep a copy of the final certificate in your FRG records. Additionally, the RDC will track training of unit families. It is important to track AFTB, Operation READY, and other installation trainings for your family members. Rear Detachment Commander Course 8

11 1.3. Summary Points for Planning Training The key points from this lesson: FM 7-0 is the Army s capstone training doctrine and is applicable to all units, at all levels, and in all components. While the examples in this manual are principally focused at division and below, FM 7-0 provides the essential fundamentals for all individual, leader, and unit training. There are ten Principles of Training that RDCs must understand and utilize. There are five primary inputs to METL development that RDCs must understand and utilize. RDCs are encouraged to take AFTB courses (online or in person) to familiarize themselves with the programs. RDCs should understand and be able to competently explain AFTB, Operation READY and other available resources. RDCs should maintain a resource library for referrals. Rear Detachment Commander Course 9

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