FM 7-0 Briefing

1. FM 7-0 Briefing

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

3. 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

4. FM 25-100 Training The Force CAC FC 25-100 FIELD CIRCULAR TRAINING THE FORCE 1985 1988 FM 7-0 Training The Force 2002 From FC 25-100 to FM 7-0 • 1985 FC 25-100 • 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 • 1988 FM 25-100 • Introduced FC 25-100 as Army training doctrine • Applied to all AC and RC MTOE and TDA units • Standardized Army training system • 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

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

6. Why Rewrite FM 25-100? • 1995 - 2010 • 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 • 1980 - 1994 • 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

7. Hierarchy of Change • FM 25-100FM 7-0 Overarching Doctrine – The What Manual • FM 25-101FM 7-1 Application of Doctrine – The How TO Manual • TSPs, TCs, PAMs, REGsRevisions Update Specifics Across the Force

8. 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 7-1The How To Manual FM 7-0The What Manual

9. 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

10. 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

11. 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

12. What’s New? 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 Current FM 25-100 • Preface • Chapter 1: Training Overview • Chapter 2: METL Development • Chapter 3: Planning • Chapter 4: Execution • Chapter 5: Assessment

13. 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 1 – How Army Trains

14. Chapter 2 – Battle Focus What We Kept • 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

15. What We Kept • 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 3 - METL

16. Chapter 4 - Planning • What We Changed • OPTEMPO cost examples updated • G-A-R/G-R Time management • Multi-echelon training examples expanded What We Kept • 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

17. Chapter 5 - Execution What We Kept • 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

18. Chapter 6 - Assessment What We Kept • 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

19. 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

20. Battle Focused,Standards-Based, Performance-Oriented Training • Battle-focused: • 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 • trainingto the Army Standard DOCTRINAL POINT

21. 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

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

23. 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

24. DOCTRINAL POINT

25. 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

26. 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 150-300 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

27. Active Component Reserve Component Conditions 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 1-2. Active and Reserve Component Training Environment

28. 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

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

30. 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

31. 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

32. DOCTRINAL POINT

33. F E E D B A C K 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 • 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 4-24. Training Execution Model DOCTRINAL POINT

34. 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

35. 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

36. 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

37. 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

38. 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

39. 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

40. In Summary, FM 7-0: Updates and rewrites FM 25-100 as the capstone training doctrine for The Army & Paves the way for rewrite of FM 25-101 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

41. 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

42. 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

43. 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 Tasks, cont.

44. FM 7-1 Road Ahead ACTIONMILESTONE Analyze current FM 22 Feb– 02 Apr 02 VTCs with MACOM, Corps, 24 Apr – 15 May 02 and Division G3s FM 7-1 Initial coordinating draft 16 Sep 02 FM 7-1 Revised coordinating draft 17 Jan 03 FM 7-1 Final coordinating draft 14 Mar 03 FM 7-1 Final draft 23 May 03 CSA release approved FM 7-1 30 Aug 03