Free Reply to Response to Motion - District Court of Federal Claims - federal

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Headquarters, U.S. ArmyForces Co~nmand ..... 1777 Hardee Avenue, SW. ~/ Fort McPberson~ Georgia 30330-1062 ..... 27 October 1999

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*FORSCOM/ARNG/USAR Regulation National Guard Bureau Washington, DC 20310-2500

Training RESERVE COMPONENT TRAINING Histox T. This regulation supersedes FORSCOM/ARNG Regulation 350-2, dated 12 .Ione 1998 Summary. This regulation prescribes l:orces Command (FORSCOM), Army National Guard (ARNG),and United States ArmyReserve (USAR)premobilization training requirements, the training proficiency levels Reserve Component (RC) units are expected to achieve, and the training support they can expect to receive. This regulation is effective for planning in FY00 with an effective date of FY0I. Applicability. Tixis regulation apl~lies to the Acti~'e Component(AC), ARNG, USAR units aud installations supporting RC training. -l'raining and Doctrine Command (TRADDC) installations are encouraged to Ibllmv the guidance and procedures contained in this regulation to the extent practicable. The ARNG and USAR are collectively rel~rred to as the I~.C. Special Operations Command (SOCOM) units xvill follow training guidance RC contained in SOCOM/ARNG Regulation 350-I. Sopplementatio~l. Supplements to this regulation ~vill not supersede, change, rescind, or duplicate higher-level commandpolicy. Suggested improvements. The proponents of this regulation are the Commander, FORSCOM. ATTN: AI:OPTRO. 1777 Hardee Avenue, SW., Fort McPherson, GA 30330-I062, Director, ARNG,ATTN: NOB-ART.1 I I South George Mason Drive, Arlington, VA 222114-I382 and Commander USARC ATTN: AFRC-OPT-S. 140l Deshler, SW., Fort McPherson. GA 30330-2000. Users are eneoeraged m send comments and snggestcd improvements oa DAForm 2028 (Recommended Changes to Publications and Blank l:orms). Policy. This regulation may be adopted by U.S. Army. Europe (USAREUR),U.S. Army, Pacific (USARPAC), U.S. Am~yForces Southern Command(USARSO), and Special Operations Command(SOCOM)in accordance with (IAW) current guidance outlined in respective Memorandum Agreement between I;ORSCOM these of and major army commauds 1MACOMsl, Restrictions. Approved public release, distribution unlimited. Local reproduction is authorized. ibr Distribution Ibr HQ FORSCOM,FORSCOM installations, CONUSA, ARNGand ARNGunits. USARCand USAR unils, and intended [br command levels A, B, C, D, and E. Copies furnished: HQDA (DAMO), ~IQDA (DAAR), ARNG, 11Q TRADOC,TRADOC installations. 14SC, AMC, USAREUR Seventh Army, USARPAC,USARSO,Eighth U.S. Army, Special Ups CMD & (Ft Bragg), USARC, lQ FORSCOM l (AFCI-A) (record cop}').

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*Tbis regulation supersedes FORSCOM/ARNG Regulation 350-2, dated 12 Jane 1998

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TABLE CHAPTER 1 Reserve Component (RC) Training l-1. Mission I-2. Purpose 1-3. Training Goal and Objective I-4. Training Strategy CHAPTER 2 Responsibilities 2-I. Commander, FORSCOM: 2-2. Director, Army Natlonal Guard (ARNG): 2-3. Commander, USARC: 2-4. Commanders, Cnrps/AC Associate Higher Headquarters/Senior Mentor: 2-5. Commanders, CONUSA: 2-6. The Adjutants General (TAG): 2-7. USARCMajor Subordinate Commands (MSCs): 2-8. Commanders, Installations Supporting RC Training: 2-9. Unit Commanders: CHAPTER 3 Trab~#zg Management 3-1. General 3-2. Time Management 3-3. Yearly Training Plan (YTP) 3-4. Assessment. 3-5. Training Support XXI (TS XXI) CHAPTER 4 Soldier Traiaing 4-1. Soldier Proficiency 4-2. Soldier Training in Units 4-3. CommonTask Training (CTT) CHAPTER 5 Leader Development 5-1. Leaders Must Be Developed 5-2. Leader Development Model 5-3. Institutional Training CHAPTER 6 Premobilization 6-1. General Training Mission 3 3 3 3 3 3 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 6 6 6 7 7 7 7 7 7 7 7 8 8

OFCONTENTS 6-2. Unit Training Requirements 6-3. Participation in CTC 6-4. Commandand StaffTraining 6-5. Participation in Joint Chiefs of Staff (JCS) Exercises, and Overseas for Deployment Training (ODT) Events APPENDIX A Refereaces Section I Required Publications Section II Related Publications APPENDIX B Mission Essential Development Task List (METL) 20 22 22 Process 24 24 26 26 27 27 28 attd 28 30 30 36 Center Preparatory 36 44 (OC/T) 44 13 13 14

15 17 17 17 17 17 17 20

APPENDIX C Year(i, Trainhtg Plan (YTP) APPENDIX D Annual Training (A T) Scheduling

APPENDIX E 8-Step Trainiag Model APPENDIX F Weapoas Trahting APPENDIX G Training Aids, Devices, Simulators, Sinudations (TADSS) APPENDIX H Functional Training APPENDIX I Combat Training Assessntent

12 12 12

APPENDIX J Observer Controller/Trainer Certification

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CHAPTER 1 Reserve Component (RC) Training

Mission

1-1. Mission United States Army_Forces Command(FORSCOM') mobilizes, trains, prepares 1hr deployment, and deploys units required to expand the Armyto meet CINC requirements. When directed, FORSCOM dentobi/izes units uo longer needed to meet war or other national emergency requirements. This regulation, used in conjunction with FORSCOM Mobilization and Deployment Planning System fFORMDEPS), provides gaidaoce to commanders to accomplish training, mobilization, and deployment, planning and execution.

1-2. Purpose This regulation prescribes FORSCOM, Army National Guard (ARNG), and United States Army Reserve (USAR) guidauce lbr premobilization training. It complements Army Regulation tAR) 350-I, AR 350-41. and reinlbrces Field Manuals (FM) 25-100 and 25-101 doctrine lbr training. This regulation provides commanders premobilization training requirements, prescribes training proiiciency levels fltoy are expected to achieve, and prioritizes required trainiug support. The premobil[zation traiuing requirements listed in this regulation will be executed withio available resources.

1-3. Training Goal and Objective The goal of Army training is to produce trained units capable of executing wartime or other assigned missions. The objective of Armytraining is ready units; the lbundations of unit readiness are: Duty Milita~, Occupatiooal Specialty Qualified (DMOSQ) soldiers, developedleaders, and uoit cohesion.

1-4, Training Strategy a. Armytraining strategy sets tile conditions lbr achieving the Army's objective of traioed and ready units. This strategy is built around unit stability and adherence to the Army's training managementdocu'ine. b. T~.t achieve and sustain established minimum pmmobilization training proficiency levels, tile cmnmaader key leaders should be stabilized. and This will allow the anit continuity needed to develop and execute the short and long range unit training plaits.

c. Commanders nmst ensure their soldiers are trained on the tasks necessary to perform DMOSQ duties; leaders are trained io the sldlls, knowledge and abilities to train and lead their units; and stafl~ are trained at the level organized. d. Training requirements stated in this regulation are the floor level of proficiency [br premobilization training. Using multi-echelontraining techniques, coupled with a mix of live. virtual, aud constructive traioing, tile commander will be able to efliciently achieve premobilizafion training requiremenls wig~in the limited time and resources available. "rmining tvill be planned, prepared. executed, and assessed lAWthe principles set lbrth in FM25-100/101. e. Training must be Mission Essential Task List (METL) driven and battle-lbcused concentrating on selected, supportiog, collective tasks that meet premobilization requirements. f. The postmobilization trainiog o[2jective is achieving METL proliciency, meeting the deployment criteria established by the CINC, nod deployingas required. "rite training readinass criteria lbr deploylnent will be based on the strategic, operational, and tactical situation and are the same tbr all components. (l) Leaders at all levels nlust worktogether plan, prepare, execute, and assess premobilization and postmobilization training. Because premobilization training is inextricably linked to postmobilization trainiug, tile premobilization ol~iective is to identify achievable~ sustainable training requirements that will produce a predictable start point for postmobiIization trainiog. Coll~ntander5 must OalTOW tile Ibeus of premobilization training in order to create and achieve realistic goals. (2) The uuit cmnmander plans, prepares, executes nod assesses training. The commander establishes the anit METL.The commander ~ill select a specific set of METL supportiog collective tasks that can be trained to standard duriog promobilization. Those METL supporting collective tasks not selected will be del;erred lbr postmobilization training. The CONUSA associated and ACunit will assist as required. (3) Yearly Training Plait (YTP)is developed prioritize tl~c METL supporting, collective tasks that will becomethat year's pre-raobiliz~ation training objectives, and schedule them K}r execution during specilic [DT and ATtraioing periods, see Appendix C.

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CHAPTER 2
Responsibilities

2-1.

Commander, FORSCOM:

a. Establish training crite'a, evaluates, oversees the trainiug el' the RCand in coordination with Director, ARNG and CDR, USARC.develops RCtraining guidance. b. Support execution of RC training through direction ol,'AC resources. c. Host the World Wide Training Scheduling Conllzrem:e (WWTSC). M~or Army Commands agreement with ofl3er TRADOC, to apply the (MACOMs), including guidance contained in this regulation to other installations. e. Provide guidance and establish ot~ectives lbr observer controller/trainer (OC£1")certilication. See AppendixJ, Observer Controller/'Yraincr (OCiT) Certification. to be published.

(RO/RU), and enhanced Separate Brigade (eSB) units assigned an AC associated unit, review the Unit Status Reports (USR), assess training resource requirements, and validate the compatibility and interoperability of associated RCunits with AC [braes IAWArmy National Guard Combat Readiness Relbrm Act (Tille XI), Seatioo 1131. Title information will be lbr~xarded annually to CDR, FORSCOM, Deputy Chief of Staff For Operations , ATTN: AFOP:FRO,NLT 20 Oct |br tl~e preceding liscal year. d. Ensure designated AC commanders provide their assessment of the eSB maneuver units' ability to conduct effective battalion-level combined arms t~perations at ~me oP the CTCs. Matrices at Appendix I. Combat Training Center Assessment, will aid in oinking this judgement.

2-2, Director,

ArmyNational Guard (ARNG):

a. Establish training policy tbr ARNG units to meet premobilization training requirements as stated in Chapter 6. b. Ser',~e as the official channel nf communication between the Department of the Army (DA) and The Adjutant Generals (TAGs). c. Phm, program and budget lbr ARNG training.

2-3.

Commander, USARC: a. Establish training policy ~hr USAR units to meet premobilization training requirements, as stated in Chapter 6. b. Plan, program and budget [br theh' M~[ior Subordinate Commands (MSC) for the execution USAR training within resource constraints.

2-4. Commanders~ Corps/AC Associate Headquarters/Senior Mentor:

Higher

a. Support tl~e METL development process explained at Appendix B. b. Designate AC units to provide mentor relationship to RC units in accordance with FORSCOM Regulation 350-4. c. Applxwe >,early training plan l~3r ftn'ce the support package (FSP) General Officer Commands (GOCOMs), Divisional Roundon~Roundup

Commanders, CONUSA: a. Plan, program, and provide training support: and oversee h-aining. b. Exercise command (less ADCON) authority over Training Support Brigades (TSB) and OPCON authority over Training Support Db.'isions ('rSD). c. Support the training of each RCunit in its area of responsibility wilhin capability and IAW priorities established in col~jnnction with ARNG and USARC. d. Coordinate with Corps, DARNG, USARC. and TAGsregarding AC training support to RCunit home stationed in the CONUSA area. e. Provide functional assistance and mobile training teams (MTT),within capabi~iV, as requested by unit commanders. Report shortlhlls to FORSCOM (ODCSOPS) lbr tasking. t~ Approve unit YTPs lAW Appendix C. g. Provide assistance to commanders in developing commandtraining guidance, planning ~raining and conducting training management. h Coordinam Yearly Training Brief (YTB) Program with TAGs/USARC [vlSCs. i. Execute responsibilities lbr Overseas Deployment Training (ODT] in accordance with All 350-9. .}. Schedule training support lAW the timelines shown in Appendix D. k, Manage TAMevaluations of units in accordance with FORSCOM Regulation 220-3. Has change and waiver authority on TAMand lane requirements. I. Establish training program to curtiS' OCFFs.

2-5.

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2-6. The Adjutants General (TAG): a. Command und control ARNGunits stationed wittda the state. b. Issue CommandTraining Guidance (CTG) lbr ARNG units. c. Within tile state, approve the METLs of ARNG units except FSP GOCOMs,Divisional RO units and eSBs. Within tile state, approve the YTPs of ARNGunits except eSB, FSP, LAD<30, and Divisional ROunits. d. Coordinate Yearly Training Briel~ (YTB) with CONUSA and associated WARTRACE units. e. Allocate, within capability, resources necessawto meet the ArroyOstraining strategy. 1~ Take command action on training assessments of ARNG units stationed within the state. g. l'2nsure, within ~pabflit,,:, readiness of assigned ARNG lbrces. h. Cnordinate training assistance (}at ARNG units with CONUSAand other sources ,'ks appropriate. i. Ensure all state ARNG units schednle and complete premobilization training reqnirements stated in Chapter 6

your installation as com'dioated by the CONUSA lAW PR 220-3, when tasked hy FORSCOM. d, FORSCOM, ARNG and USARC installations, and° within capability, TRADOC installatimls will lock-in RCunit training (IDT and AT) 90 days prior to tile start of the FY. Once traioing is scheduled and coordinated with installations, it will not be preempted without approval of the l~rst GOin the installation chain of command coordination with the nnit's supporting in CONUSA HQ. 2-9. Unit Commanders: Planning, preparatioo~ execution, aud assessment of training are inherent responsibilities of command. Unit commanders will train their units tAWthis rugulatkm, FM25-I00/I01. and the appropriate Army mission training plan (AMTP). Unit commandersare required to determine both pro- and postmobilization training and training support requirements. CHAPTER 3 Training ]~Ianagement 3-1. General Certain fundamentaldoctrine, policies, and principles shape training management within the Army. Communders will apply the Army Training Mzmugement System (ATMS) contained in FM 25I00/101. These manuals provide the concepts, techoiques and guidelines on [low to plan, prepare, execute, and assess unit training. A practical template to aid leaders iu executing training management is an g-Step Training Modeh This model which is detailed in Appendix E provides leaders at all levels with an outline to plan~ prepare, execute=and assess realistic training. 3-2, Time Management Leaders will manage resources to maximize the limited time avaihlble to them to conduct effective training. Leaders will fbcus and fence prime time tmiuing periods. a. "['rain using multi-echelon techniques. Multi-echelon training makes the best use of Ihnited training time. Training using a combinatioo of live. virtual, and constructive simulations will efficiently achieve training requirements. The Common Task Traioing (C'IT) will be integrated with other training when conducted in a lield environment b. l,eaders ,.;'ill combine mandato~' requirements= such as medical screeniog, panographic x-rays, and H1Vtests to minimize their elti:ct on training. These requirements should be accmnplished during IDT to the maximum possihle extent or during

2-7. USARC Major Subordinate (MSCs):

Commands

a. issue command training guidance tbr assigned USAR units less TSD. b. Approve the METLs of assigned USAR units except FSP GOCOMs Divisional RO units. and Approve the YTPs of assigned USAR units except FSP, LAD<30, nod Divisional RO units. c. Ensure that assigned USAR units train in accordance with this regulation and the Army standard. d. Supervise training plans and execotion of training of assigned USAR units. e. Allocate resources necessm~, to meet the USAR training strutegy. f. Take command action on training assessments of assigned USAR units. g. Com'dinate training assistance lbr USAR onits with CONUSA.

2-8. Commanders, Installations Supporting RC Training: a. Perfbm~ area support missions prescribed in ArmyRegulation (AR) 5-9. b. Support RCunit training at tile installation. c. Support Training Assessment Model (TAM)evaluations lbr RCunits conducting AT

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recovery time lbllowing a ten-day field exercise during AT. c. All inspections Ihat intpact IDI will be constrained ~o one weekend during the year. CONUSA,USARC, and TAGs will coordinate to 'attain this objective, d. Travel time to and from a training site will not be moretitan 25 peroent of the total Multiple Unit Training Assembly (MI.VFA)hours planned.

triennially lAWtraining support priority guidelines in paragraph 3-5c and within capability' of the CONUSA. Requh'ements will be synchronized and l]nalized at the CONUSA Training Support Synchronization Conference (I'SSC).

3-3. Yearly Training Plan (YTP) Yearly Training Plait is the link between the Yearly Training Guidance (YTG), Yearly Training Calendar (YTC) aod the Yearly Training Briefing (YTB). GOCOM, eSB, and Divisional RO/RU unit commanders will present their YTPto their chain of command, AC higher headquat'ters and CONUSA with the AC Associated higher HQ approving the YTP lAW Thle XL Section 1131, FSP nails (less FSP GOCOM priority units in their chain oF and command) and units xvith Latest Arrival Date (LAD) <30 dws without AC Associated unit, will present their YTP to tl~e P,C chain of command and CONUSA with CONUSA approving the YTP. The ARNG divisions and remaining units will present their YTP to the RC chain of command and CONUSA with the RC chain of command approving the YTP. YTB is the normal proceduro accomplishing this. The approving authority will establish the YTB tbrmat. The YTB is usually conducted 8 to 10 months belbrc the liscal year (FY) start, hut may're~-luire r¢,,'ision after completion the of hlst ATperiod and analysis of the impacts of the changes in resource availability associated with the next year's Army bndget. The YTP/YTB addresses plans and objectives for IDT and ATin the upcoming year, inoluding schools, leader training, resource requirements, and sapport needed to execute plans, Guidance on YTPis contained in Appendix C. The approving authority mw provide supplementary guidance, as appropriate. 3-4. Assessment, a. Assessment. All training will be assessed and have an AARconducted IAW FM 25-100/101 and Training Circular (TC) 25-20. Leadelm mnst continuoasly assess training to obtain inlbrmation on how well units, leaders, and soldiers are meeting training objectives and standards, and to determine future training needs and priorities. Traiuing inspections and evaluations conducted will conform to FORSCOM Regulations 220-2 and 220-3. b. Priority uniks will receive TAM evaluation annually. Other units will receive a TAM evaluation

3-5. Training Support XXl (TS XXI) TS XXI consolidates selected AC and RC soldiers who provide training support to RCuniks into combat arms (CA) and combat sopportlcombat service support (CS/CSS) battalions. TSXXIis organized inlo a TSDwith Simulalion Brigades iSim Bdel and TSB under the OPCONof CONUSA. a, The functions of the TSDare: (1) Coordinate and synchronize: training support plans. (2) Ensure quality control and review "I'SB and Sic Bdc operations. (3) Coordinate and oversee the training support for the conduct of RC units' lane training and cvaluatio~t. (4) Ensure lane and ganneU evaluation, branch attd [;anctiona] aria support and TAM evaluation within capability is provided to RCnnits. (5) Ensuro the TSB provides TAM input to the AC associated unit commander on eSB training readiness lbr CTCrotations (Combat Training Center Preparato~T Assessment process). (6) Ensure the TSB provides input to associated unit commander ofeSB and FSP GOCOM units on Section 1131, Title XI requirements. (7) Ensure the TSB executes Sectiolt l l31, Title XI requirements for FSP units, except FSP GOCONL (8) Ensure the Sic Bde condacts simulmions sapported command and stalT exercises (Battle Command and Salt Training (BCST)) lbr brigade and battalion equivalent headquarters. b. Priority rot RCtraining support. (I) The RC MTOE units that will be provided first priority lbr 'a'aining. support to train to established premobili~tion ob.iect[ves are AC division roundou~'rouodup (RO/RU)units, FSP I and 2 units, nnits wld~ LAD E30, designated AH64 helicopter units, and eSB units (Priority units). The priority' lbr AC to RC training support, among Priorig units, is cqaa[. (2) All other RC MTOEunits are next priorigx'. (a) It is expected that the TS XXI training structuro shoold be able to provide functimml assistance and mobile training teams (h,ITTI to all units that request assistaoce.

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(b) Lane training support shall be available other units based oil request time]iness, and lAW estabfishud"I'SDpriorities. c. Training support priority guidance. The I'o[Iowing guidance is pruvided to assist in developing training plans whenlil" resources and time are limited or conllicts betweentraining evenks occur (this is u guide only, suppm'ted and supporting comolaoders must weigh all factors when resource coastrainks dictate): Units, regardless whether Priority or other, alerted ~br call-up and subsequent deployment support of a gaining CINC operations will be afforded tim highest priority lbr training support. ATlane traiuing to Priorig, units. Simulationsto Priority anits, Gunne~T Priority anits. to TAM Priority units. for Functional and branch assistance to all units. Lane traioiug requests l?om other units (request based/capability permitting) in lbllowing order: CTCscheduled par~icipams lirst. CTCsupport elements second. ~e) Remainder,within capabiliLv. TAM other units Ibr

trainiug. It is essential to have soldiers, squads, crews, sections, platoons, companies,and battle slat'If trained to fight, survive, ~mdwin on the battlefield under all types of conditions. The centerpiece of collective training is soldier qualification and sustainment. (I) DMOSQ leadership training are key and successful small uoit training. When units are conducting collective training, tbc small unit leader must ensure that squad/crew membersare executing soldier tasks under prescribed conditions and standards. For each collective task there are supporting soldier skills that must be trained to standard. (2) Sergeanta' responsibilities include iodividual training. First line leaders must be allowed to train their soldiers. Commanders need to provide fenced time lbr NCOs develop and train to their team on skills necessary lbr that team to fight. Keyaspects of sergeants' business amensuring their soldiers are proficient on CTT, comply with the ArmyWeight Control Program and take and pass tile ArmyPhysical Fitness Test (APFT). 4-3. Common Task Training (CTT) CTTis critical and must be incorporated into unit training. Essential sul",,ival skills are contaiuedin tile Soldier Manuals of Commou Tasks. a. Each year a oumber of colnmou tasks iu tile lmmualare selected Ibr emphasis, training and testing in accordance with AR350-I. Unit commanderswill determine the frequency for training these tasks. Formal testing of CTT required annually. is b. Integration of surviwfl skills and common tasks. Field Training Exercises (FTX) and othcr training eveuts offer excellent opportunities to practice survival ski/Is/common tasks under fie{d conditions. Commauders will plao and include specific su~'ival skills/common tasks to be trained during theses and other training eveuts. c. Nuclear, Biological, and Chemical (NBC) Defeuse Training. "I'o ensure a capability to defend against NBCthreats, units will integrate NBC individual and collective (squad/platoon) tasks into premobilization training. d. See AR 350-1 lbr the list of mandato U training that must be accomplished.

CI:L&PTER 4 Soldier Training
4-1, Soldier Proficiency a. The MTODTDA uoit tloor is 3 digit RC DMOSQ NCOprot'essional and development of 85% of assigoed ealisted personnel. The Officer/Wan'aot Officer goal is 100% initial brooch qualification aud prolEssional development. b. Unit commanders request quotas and ensttre that soldiers needing the trainlug attend tile requested course lAW implemeoting inst~ctions from the Director, ARNG Commmlder,USARC. or 4-2. Soldier Training in UnRs a. Soldier training and skill sustaiument are tile leader's responsibiliLv and executed through the chain of command. Skills taught during Initial Entry Training (lET) must be sustained, while additional tasks required by the unit's wm~.imemissiou are incorporated ioto the IDT training plan. Soldiers must be proficient oil individual tasks that support training on collective tasks. Tasks should be defined by conducting a METL crosswalk lbr collective to soldier supportiug tasks. b. Integrate soldier training to collective training. Using principles in FM 25-10L commanders must integrate soldier and collective

CHAPTER 5 Leader Development
5-1. Leaders Must Be Developed Commauders must develop professional leaders at all levels capable of training and leading their units in combat or in support of combat operations. Commanders and leaders must ensure that required

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officer, warrant officer aud NCO educational courses are programmed,taken and completed and dmt leader and stall" developmental assiguments are executed. The professional development of leaders depends on three pillars: a. Institutional training. Commanderswill select potential leaders and ensure these soldiers are scheduled for schools. The Enlisted and Officer Personnel Management Systems (E/O PMS) will guide the process to ensure that tile rigbt soldier receives tile right training at the rigbt time. b. Operational training. Commandersshould place leaders in operational assignlnents that enable tbem to gaiu experience and leadership expertise. Stabilizing key leader assignments enbances leader development gives continuity to tile unit. and e! S~l~'-dev~elopnleiit; Commanders must provide leaders a ~limate tliat encourages tbem to be aggressive, adaptable, Ilexible, creatb,'e, as well as tecbnically and tactically proficieot. Leaders must be motivated to think and grow iutel[ectually. Leadership(skills multiply;wlien leaders apply knowledgei tO trai~ing ~lanning mid ex~Cutlon. Leader'S de'~el0p tllemSeiveS thr0ueh completion of pre-command coarses, correspondence COtlrSes. civilian education, self-study programs and Oflicer/NCO Professional Development Programs. Commanders and leaders must ensure that their soldiers receive training consistent with statuto~3- and regulatory direct[yes. DMOS unit operatiooa[ and requirements. 5-2. Leader Development Model Leader Development Models lbr Officers, Warrant Officers (WO)and NCOsare described io Figures 1 through 5-3, respectively.

5-3. Institutional Training Leader courses are designed to provide leaders with tile b~sic skills, koowledgeand abilities to lead and train their subordinates. Comnmndersshould program their subordinate leaders to attend appropriate prol~ssiooal development courses as discussed below. a. Officer Basic Coarse (OBC). Tbe OBC, lET course, is required [br both deployablity and braoch qualification. Officers who have not completed OBC should bc programmed for completion within 18 months of commissioning. Exceptions will be addressed lAWregulation 611101 series. b. Captain's Career Course (CCC) (Fornmlly known as the Oil]cur Advaoced Course (OAC) and Combined Arms StaffServices School (CAS3)). CCCprepares officers l'or companycommandin the

branch being trained aud battalion and brigade staff level mssignments. Officers serving in FOEstaff positions graded Captain and above should be CCC graduates. c. Nou-Commissioned Officer Education System (NCOES). Primal 3' Leadership Development Course [PLDC), Basic Non-Commissioued Officer Course (BNCOC), Adv;mced Non-Commissioned Officer Course (ANCOC) and the Sergeants' Major Course (SMC) are required lbr promotion to the grades of Sergeant, Slaff Sergeant, Platoon Sergeant/Sergeant First Class and Sergeant Ma.ior, respectively. Commanders are required to estabUsb OML/PromotionList to ensure that NCOES seats are managedproperly to support uuit readiness. d. Pre-Command Courses. (1) Company level commanders should cmnplete CCCprior to assumption of command. 12) "FOE brigade and battalion commanders will be programmed to attend TRADOC's School lbr Command Preparatioa prior to assumption of command. Exceptions will be approved at TAG/USARC level. (3! The TAGs and USARCcommander may establish local pre-command courses m supplement "I'ILA.DOC CCC and pre-cmnmand courses. These courses will orieot on critical training and administrative l'uuctions and sources of support, but will not be a substitute lbr attendance at a TRADOC pre-commandcourse. e. Tactical Commander's Development Course (TCDC). The School lbr Command Preparation ol'ibrs TCDClbr Combat Arms (CA) brigade/battalion commanders,executive of[~eers and S-3s. Brigade and battalion commanderswill attend TCDC within I2 months of assuming commaud. Exceptions will be approved at TAG/USARC level. Brigade and battaliou XOs and S3s are encouraged attend l: Senior NCO Battle Staff Course. Stall" Sergeants and above assigned to TOE/Table ol; Distribution and Allowance (TDA) positions coded as requiring the Additional Skill Identil]er (ASI) will attend a Senior NCO Battle Staff Course to acquire tile stuff'knowledgeand skills to perlbrm in a battalion/brigade sized TOC/AdministrationLogistics Center (ALC) g. First Sergeauts Course. First Sergeants will attend either the First Sergeants Course at the Uuited States Army Sergeants M~ior Academy (USASMA) or via TATScoursewaru. This will be accomplished witbin a oue-year window beginning six-months prior to initial assumption First Sergeants duties. of

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Leader Development Model
Officer 2LT/ILT Institutional Training OBC Model CPT MAJ CGSC TCDC Bn $3 Bn XO LTC SSC TCDC PCC Bn Cmd Bde XO Bde/Div/ State/ MUSARC Stf COL PCC TCDC Bde Cmd Div/State/ MUSARC Stf

CCC

Operational Assignments

Pit Ldr Co XO

Co Cmd

Asst Bn/ Bde Stf Self Development Critical Gates for Funding Institutional Training Critical Operational Assignments OBC

Bn/Bde Sff

Div Sff

Preferred CCC CGSC SSC PCC Bn Cmd PCC

Pit Ldr CO XO

Co Cmd

Bn S3/XO

Bde Cmd

Required Institutional Training OBC Prepares newly commissioned officers for first duty assignment CCC- Produces tactically and administratively competent company-level commanders and trains officers for Bn/Bde-level staff officers CGSC Develops leaders to train and fight units at the tactical and operational level, develops combined arms doctrine and and training sldlls PCC- Only for Bn and Bde commanddesignees TCDC- Only far CA Bn/Bde Cdr, S-3, and XO * Baccal~'red for romotion to 03 Fignre 5-1. Officer Development Model

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Leader Development Model WarrantOfficer Model
WOC Institutional Training* Operational Assignments WOCS WO1 WOBC CW2 WOAC CW3 WOSC WOSSC

l

CW5

Self Development

Entry Level positions (Bn/Sep Co) Advanced Level Positions** (Bde/Div/Corps) Senior Level Positions Associate Degree Baccalaureate Preferred WOSC WOSSC

Critical Gates for WOCS WOBC WOAC Funding Institutional Training Required Institutional Training WOCS Warrant Officer Candidate School WOBC -Warrant Officer Basic Course ~VOAC Warrant Officer Advanced Course WOSC Warrant Officer Staff Course WOSSC Warrant Officer Senior Staff Course * Required institutional training for promotion to next grade ** SomeBde]Div positions only require entry level expertise Figure 5.2 Warrant Officer

Development Model

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Leader Development Model Non-Commissioned Officer Model
'lnstitntiunnl Training (IT) CPL! SPC I PLDC SGT ~ BNCOC SSG a ,ANCOC s BS~RC SFC ANCOC BSC-RC MSG! 1SG 4 FSC-RC SMC BSC-RC 1SG Stf NCO SGM SMC BSC-RC CSM CSMC

Operational Assignments (OA) Self Development (SD) Critical Gates IT Critical Gates OA PLDC

Tm Ldr

Sqd/Sec Ldr

PSG Sec SGT

Stf

NCO

CSM

High School Associate Preferred BNCOC Tm Ldr ANCOC Sqd Ldr Stf Ldr PSG Stf Ldr FSC-RC ISG Sr Stf Ldr SMC Sr Stf Ldr CSMC Bn/Bde CSM

Required Institutional Training 1. Initial leadersbip training for junior enlisted 2. Leadership/management training for junior enlisted 3. Advanced leadership]management training for senior enlisted 4, Trains senior NCOs perform First Sergeant's duties (Functional course) to 5. Prepares NCOs for duty as staffsection sergeants in battalion/brigade operations center or admin/log center during combat (Functional course) Figure 5-3 NCODevelopment Model

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