Army Training Strategy (ATS) - pagebaldwin.com2014-10-8 · Army Training Strategy i PREFACE This version of the Army Training Strategy (ATS) replaces the previous version, dated

Army Training Strategy

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PREFACE This version of the Army Training Strategy (ATS) replaces the previous version, dated 12 November 2009. This revision incorporates current guidance received from Army senior leaders. The ATS has been synchronized with the Army Campaign Plan (ACP) since 2007. The ATS incorporates changes already approved as part of ACP 2011. The goals and objectives in the previous ATS have been updated to support the Campaign Objectives, Major Objectives, and subtasks in ACP 2011. This new strategy has been shaped by the Army Policy Synchronization Drill (APSD) the CSA initiated in July 2010 and ensuing ARFORGEN Synchronization Orders (ASO) from HQDA, guidance from the Army Training and Leader Development Conference in July 2010, the Army Leader Development Strategy, Army Learning Concept for 2015, and the Army Training Concept, 2012-2020, as well as other senior leader decisions. The Army continues to refine a number of important training concepts. Final decisions by Army senior leaders are still pending on a number of important training topics, so some details of training guidance are missing in those areas. As issues are resolved by senior leader decisions, the ATS will be updated to reflect new guidance. These areas include the ACP 2011 metrics, Contingency Expeditionary Force (CEF) training strategy, ARFORGEN aim points for training, functional/multifunctional unit training strategies, Combat Training Center Full Spectrum Operations (FSO) rotations, operationalizing the reserve component, and regional training support concepts.


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CONTENTS

Introduction ............................................. 1 Purpose .................................................... 2 Vision ....................................................... 2 Environment ............................................ 3 Complementary Efforts ........................... 3

How the Army Will Train Units ................ 8 Major Objectives and Tasks ................... 9 Discussion of Resources ........................ 19 Management of Objectives and Tasks ... 19 Appendices .............................................. 20


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Introduction

The Army is confronting a challenge. We must institutionalize a supply-based ARFORGEN model consisting of Full Spectrum Operations (FSO) capable conventional forces using the 1/5/20/90K Mission Force and 1/3/10/41K Surge Force packaging construct while balancing the requirements of the future Army (based on current 1:2 (AC)/1:4 (RC) BOG: Dwell ratio).1 Institutionalizing the supply-based ARFORGEN model is critical to setting conditions for maintaining the long-term health of the force. ARFORGEN is the structured progression of readiness over time to produce trained, ready, and cohesive units prepared for operational deployment in support of Combatant Commanders and other Army requirements. Commanders must adapt their training to remain responsive to current needs while preparing for future demands. Transforming training and training management systems is critical to supporting ARFORGEN. The ATS is a key to our success in this endeavor.

The ATS remains a strategic document supporting the ACP and the Army Training and Leader Development Guidance, along with the Army Leader Development Strategy (see Figure 1). There is a change in the relationship between the ACP and the ATS. Objectives and tasks in ACP 2011 provide guidance for training Army units, Soldiers, Civilians and leaders, with increased involvement by the Army Secretariat in the management of ACP objectives. ACP objectives involving training and leader development are under the oversight of the Assistant Secretary of the Army for Manpower and Reserve Affairs, ASA(M&RA), coordinated by the HQDA G-3/5/7. In ACP 2011, Major Objectives for training and leader development will include measurable tasks and metrics. Tasks in the ATS complement and are synchronized with ACP objectives and tasks, and provide more detailed guidance than is found in the ACP.

1 The Mission Force package produced by the ARFORGEN process in the Available Force Pool

is composed of both Active Component and Reserve Component forces and consists of one corps headquarters, five division headquarters, twenty brigade combat teams (BCT), and 90,000 enablers to support these formations (abbreviated as 1/5/20/90K). The Surge Force package is selected units in the Train/Ready Force Pool and consists of one corps headquarters, three division headquarters, ten BCTs, and 41,000 enablers (abbreviated 1/3/10/41K).


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Army senior leaders have provided guidance on how to meet the challenge of institutionalizing supply-based ARFORGEN. The CSA directed the Army Policy Synchronization Drill (APSD) in July 2010. As a result of this effort, the Army will adopt specific implementation guidance on the manning, equipping, and training components of the ARFORGEN Aim Points. Aim Points are Manpower, Equipment and Training targets at specific points in time that enable effective collective training and ensure forces are ready for contingencies and deployments as units cycle through the ARFORGEN process. Aim Point objectives are currently being reviewed and developed by Army Components for Chief of Staff of the Army approval. The training components of this guidance address Combat Training Centers (CTC), Contingency Expeditionary Force (CEF) and home station training. APSD decisions have been documented in the ARFORGEN Synchronization Order (ASO) FRAGO #1 dated 07 December 2010. The ATS will continue to be shaped by this guidance.

Purpose

The ATS provides guidance on how the Army will maintain its combat edge and prepare units for full spectrum operations. It also provides a balance between the need to succeed in the current war and to build agility to prevail in future conflicts. The specific time frame for this strategy is the near-term requirements of the execution and budget years (FY 2011-2012) and the longer-term requirements of the Program Objective Memorandum (POM) years FY 2013-2017. The ATS is intended to address the needs of leaders and commanders in all components in Army Commands, Army Service Component Commands, Direct Reporting Units, the Army Staff, and other activities involved in the planning, preparation, and execution of Army training.

Vision Army training will be realistic, tough, demanding, fast-paced, and adapted for full spectrum operations against hybrid threats. As units have more time for training, they will train against a broader range of threats and in a broader range of environments (both materiel and cyberspace). Our training must challenge the combat seasoned leaders who will maintain our combat edge, and we must provide them with the skills and systems to deal with the continuing impact of persistent conflict on our forces.


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Environment We remain engaged in protracted counter-insurgency (COIN) operations, but in an era of persistent conflict, the Army must also continue to provide forces capable of operating in the FSO environment. Future conflicts are likely to involve hybrid threats — diverse combinations of irregular, terrorist, criminal, conventional and cyberspace forces employed asymmetrically to counter our strengths. At the same time, the Army will engage other nations to build partner capacity and to assist our friends and allies. When required, we will provide support to civil authorities at home and abroad. The ATS addresses requirements to train and educate our Soldiers, Civilians and leaders to adapt to the operational environment. The U.S. Army’s competitive advantage directly relates to its capacity to learn faster and adapt more quickly than its adversaries. The current pace of technological change increases the Army’s challenge to maintain the edge over potential adversaries. The Army cannot risk failure through complacency, lack of imagination or resistance to change. In the highly competitive global learning environment, technology provides all players with access to information. As units move through the ARFORGEN cycle, training resources must be visible in order to plan and conduct training. Transformation of training and training management systems is critical to providing timely scheduling and effective allocation of resources to meet ARFORGEN timelines. Supply based ARFORGEN requires an information environment that includes scheduling of training and training resources. The ATS defines ways and means to meet this challenge and enable commanders at all levels to properly sequence resources to achieve unit readiness.

Complementary Efforts The Army is transitioning away from the COIN-based, demand-driven training strategy to a training strategy supporting FSO. There are numerous parallel efforts taking place to direct this transformation. The following section outlines some of the key efforts that guide and complement the ATS (see Figure 2).


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Figure 2, Army Training Strategy Complementary Efforts

The Army Leader Development Strategy (ALDS) provides guidance on how to balance the three pillars of experience, training, and education through nine imperatives for Army leader development (see Appendix C). The ALDS will provide further direction with the publication of Annexes for officers, warrant officers, NCOs, Civilians and the Profession of Arms. The ALDS and supporting annexes are complementary to the ATS as are the Army Training Concept (ATC) and the Army Learning Concept (ALC). The ALC, ATC, ATS and the ALDS support the Campaign and Major Objectives of the ACP. Army Policy Synchronization Drill (APSD). In July 2010, the CSA directed the four Core Enterprises to examine specific policies to help him shape a vision to institutionalize supply-based ARFORGEN process beginning in FY 2012. The culminating action from this effort occurred when the findings of the APSD were briefed to the CSA and other Army four star generals on 23 September 2010. ARFORGEN Synchronization Order (ASO) FRAGO #1, dated 07 December 2010, codified the APSD tasks and the ATS supports the order. This ATS reflects some of the training guidance developed during the APSD. This includes a change to the Army’s CTC unit rotation policy. The frequency of CTC rotations for AC BCTs will be one every three years and for RC BCTs, one every five years (assuming 1:2 AC/1:4 RC BOG: Dwell). Active Component Deployment Expeditionary Forces (DEF) will have a Mission Rehearsal Exercise (MRE) at 90 to 120 days before the unit’s latest arrival date (LAD) while the Reserve


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Component DEF receives an MRE post-mobilization just prior to deployment. CEFs will have a different focus for their CTC rotations (see paragraph below). Equipping and Manning Aim Points support the training for FSO and build operational flexibility and strategic depth. Training Aim Points reflect progressive collective training capabilities enabled by the Equipping and Manning Aim Points. Interim Aim Point implementation will begin 01 January 2012 for AC units entering RESET on or after this date. Following the Army Training Summit on 20-21 January 2011, discussion continues on the issue of resourcing an appropriate level of Reserve Component unit level proficiency prior to the Available Force Pool Date (AFPD). In the meantime, the goal for an RC CEF unit remains company level proficiency prior to the AFPD, although current Army resourcing priorities only support platoon level proficiency for some units.

Contingency Expeditionary Force (CEF). The Army is developing the plans for CEF units. “Contingency Expeditionary Force (CEF): a Strategy for Supply-Based ARFORGEN‖ White Paper (20 January 2011) describes a strategy the Army could use to identify, source, man, equip, and train AC CEF units to conduct FSO. CEF units will be used to execute a contingency mission, operational plan or other Army requirement when in the Available force pool. CEF units can also be utilized in the Train/Ready Force Pool as a part of the Surge Force. The FSO training focus for a CEF unit will be found in a CEF Menu of Mission Options. The Menu of Mission Options will be a dynamic list based on Combatant Commanders’ requirements and the necessity to meet emerging or new contingencies, as well as any other Army requirements. The current Menu of Mission Options includes, but is not limited to:

- CBRNE Consequence Management Response Forces - Global Response Force - Regionally Aligned Brigade - Prepare to Deploy Order (PTDO) against an Operational Plan

(OPLAN) - Other Validated Army Requirements

The anticipated increased dwell and training time for units is addressed in the FORSCOM Commander’s Training and Leader Development Guidance for FY 11-12 as well as in the CEF Training Strategy section of FORSCOM’s CEF White Paper. AC CEF BCTs attain battalion maneuver/live fire and BCT/battalion staff proficiency before their Available Force Pool Date (AFPD). RC BCT CEF units sustain platoon maneuver/live fire and BCT/battalion staff proficiency throughout the Train/Ready 3 (TR3) Pool. RC CEF BCTs participate in a Maneuver Combat Training Center (MCTC) rotation at R+45 to 51 months and attain company maneuver/live fire and BCT/battalion staff proficiency by the end of the MCTC rotation. The minimum training standard achieved in the Train/Ready Pool is


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delineated in the ARFORGEN Doctrinal Training Templates found at https://www.us.army.mil/suite/page/644419. Key to the Army CEF Strategy is insuring a trained and ready enabling force suite of units to support the deployment and employment of combat units. The enabling force is predominantly made up of functional and multi-functional brigade and above units that are critical to meeting global contingency requirements. The Army CEF training strategy for functional/multifunctional units is still under discussion and will be addressed in Army Training Summits and other forums. The bottom line objective, however, is CEF units from all Army components will be MTOE manned, MTOE equipped, and FSO trained in preparation for their CEF mission in the AFP to provide forces for Combatant Commanders for contingency operations, Army missions, and emergent requirements in the homeland and overseas.

The Army Training Network (ATN) is a 21st Century approach to Army training. We now must learn how to leverage this revolution in training knowledge access to share training best practices, solutions, and products across the Army. This must be part of our efforts to rebuild skills in training management with our junior leaders. Training Management is about planning, preparing, executing and assessing Army training. Training Management is the practical application of the training doctrine found primarily in Chapter 3 of FM 7-0, Training for Full Spectrum Operations.

The Army Learning Concept for 2015 (TC 525-8-2, 20 January 2011). This document complements the ATS by describing a learning model that meets the Army’s need to develop adaptive, thinking Soldiers and leaders capable of meeting the challenges of operational adaptability in an era of persistent conflict. See Appendix D for more details. The Army Training Concept, 2012-2025 (TC 525-8-3, 07 January 2011). This document complements the ATS by describing for the years 2012-2020 the Army’s training requirements and capabilities needed to generate and sustain units trained in full-spectrum operations that can succeed in the operational environment in conditions of uncertainty over extended periods. See Appendix E for more details.

The Army Culture and Foreign Language Strategy (ACFLS) approved in December 2009 provides a framework for integrating regional knowledge, culture and foreign language training within the General Purpose Force (GPF). The intent of the ACFLS is to build and sustain an Army with the right blend of regional knowledge, culture and foreign language capabilities to enable FSO. To achieve this strategy we must work to mature Army Culture and Foreign

https://www.us.army.mil/suite/page/644419


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Language training into a continuous life-long individual and organizational learning activity through education, training, and experiential learning. In order to achieve our foreign language education and training objectives across all training domains, we must:

— Provide foreign language vocabulary and cultural data to enrich training events by employing live, virtual, constructive and gaming technologies.

— Provide access to foreign language training self-development and, when appropriate, classroom electives and develop, integrate and deliver cultural education within each program of instruction provided through a TRADOC school.

— Review DOTMLPF products to ascertain foreign language training and cultural education applicability and better integrate foreign language and cultural considerations into these products.

— Institutionalize best practices and lessons learned to determine the most efficient manner of educating the GPF and guarantee our rich operational experiences continue to serve the Army and are not lost.

Integrated Training Environment. The Army Integrated Training Environment (ITE) is a concept that will change the way the Army plans, prepares and executes training and education. The Army has worked on an ITE since the Strategic Plan for Transforming DOD Training (2002) with limited success. Faced with the possibilities of long term, persistent conflict, diminished resources, and the need to prepare for Full Spectrum Operations, the Army must train and educate more efficiently and effectively in support of ARFORGEN. Given recent technological advances, the Army can now migrate from the largely standalone live, virtual and constructive environments to a more capable ITE. The Army ITE is the linkage of selected Training Aids, Devices, Simulators, and Simulations (TADSS), training infrastructure, Battle Command/Knowledge Management (BC/KM) systems, and a training framework to approximate the conditions of the operational environment for training and education for FSO in any of its training domains: operational, institutional and self-development. The Army ITE will help leaders close training capability gaps by enabling the replication of the full spectrum of conflict. The ITE will help leaders provide more effective training and education while mitigating resource constraints such as land, manpower, facilities, and training dollars. It will maximize combat multiplier effects while expanding the battle space farther than any standalone training environment. The ITE will reduce overhead, while enabling Joint, Interagency, Intergovernmental, and Multi-National training and education. It will provide a distributed on demand capability. Lastly, the ITE will support the Army Training Strategy, the Army’s Training Concept, the Army Learning Concept and the Army Leader Development Strategy.


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How the Army Will Train Units

The ACP 2011 Campaign and Major Objectives define the way ahead for how we will train units for FSO in a changing operational environment, how we will train Soldiers and Civilians, how we will grow adaptive and competent Soldier and Civilian leaders, and how we will deliver training support. The objectives and tasks found later in this ATS define the ends, ways and means to achieve the Army Imperatives. Overarching, broad, near-term goals for training and leader development in FY 2011-2012 are described below.

Prepare Trained and Ready Forces for Full Spectrum Operations. This is the Army’s top priority as we support our national objectives in current and future conflicts.

Rest and Reconstitute the Force. We must institutionalize the lessons learned from the experiences of our Soldiers and their leaders while simultaneously reestablishing the fundamental skills our Army needs to operate effectively. Leaders will focus on the following tasks to support this objective:

— Build Resilience in Soldiers, Civilians, Families, and units with support from various Army health promotion, risk reduction and suicide prevention programs, including Comprehensive Soldier Fitness.

— Refine our understanding of FSO training. — Reestablish garrison systems; including training management,

maintenance management, and command supply discipline programs. — Reduce Professional Military Education (PME) backlog to a

manageable level. — Establish constants within units. Examples include physical training,

team building, competitions, Family time, sergeants’ time training, and Officer/NCO Professional Development.

— Increase Civilian Education Course availability to produce Civilians with the right skills necessary to support the Army.

Support ARFORGEN. We must continue to adapt our policies, systems, and processes to support Army Force Generation (ARFORGEN). The operational demand for forces remains the driver of ARFORGEN, but we will continue our transition to a supply based approach. Longer dwell between deployments will create challenges and opportunities, but we will adapt to take advantage of new insights into collective training and leader development. To achieve this objective, we must accomplish six major tasks.

— Refine surge force and CEF preparation processes. — Refine reset activities. — Establish framework for Regional Aligned Brigades (RAB). — Shape training and leader development programs to support

ARFORGEN. — Establish Command Tour Policy.


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Reset Guidance. The intent of Reset is to establish a balanced process following an extended deployment that systematically restores deployed units to a level of personnel and equipment readiness that permits the resumption of training for future missions. Reset, when fully implemented, will accelerate reconstitution of the force, increase unit readiness, and improve preparation for individual and collective training. During the first 180 days (AC) or 365 days (RC) after unit’s return from deployment, Commanders are not precluded from conducting unit-level training. However, HQDA will not direct any training or tasking, other than attending professional military education that will cause units or individuals to leave their installations or local areas. The intent of this guidance also applies to units, which due to the nature of their mission, may operate on a unique ARFORGEN template (such as Army Cyber and Army Special Operations Forces). During Reset, keep training at the squad level and below and begin forming staffs. Make training and activities associated with Soldier and Family wellness, such as resiliency training and family reintegration, a priority. Include training on the fundamentals needed to maintain the Army in a period of increased dwell.

Major Objectives and Tasks The approved ACP 2011 Strategy Map (as of 04 February 2011) provides the language and definitions for the five Major Objectives that form the overarching framework for the ATS (see Appendix A). The ATS tasks support four Major Objectives under Campaign Objective 4, Train the Army for Full Spectrum Operations, and one Major Objective under Campaign Objective 3, Support Global Operations with Ready Land power. These five key Major Objectives are:

3-4, Train Units for FSO in a Changing Operational Environment; 4-1, Train Soldiers and Civilians; 4-2, Grow Adaptive & Competent Soldier & Civilian Leaders; 4-3, Deliver Training Support; 4-4, Develop Resilient Soldiers, Civilians & Units.

ATS tasks are aligned to support ACP Major Objectives. The relationship between the ACP 2011 Objectives and the ATS is shown in Figure 3. Sub-tasks from the ACP are incorporated in the ATS and are in bold text. While ACP sub-tasks were approved in the 04 February 2011 version of ACP 2011, sub-task metrics were not and are shown as ―TBP‖. Additional tasks in the ATS (but not in the ACP) appear in plain text as approved by the HQDA DCS G-3/5/7. ATS tasks, like the ACP sub-tasks, have appropriate metrics associated with each to support assessment of progress. Note that Major Objective 4-2 primarily refers to Soldier and Civilian Leader Development,


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which is also addressed in the Army Leader Development Strategy. The execution plan (including milestones, decision points, and timelines) for each ATS Task will be developed separately, as described in Appendix F, ATS Action Plan.

Figure 3, Army Training Strategy Supporting the Army Campaign Plan

In order to synchronize the ATS with the ACP, this section uses the same terms found in the ACP under appropriate Campaign Objectives and Major Objectives (replacing the use of ―Goals‖ and ―Supporting Objectives‖ in the 2009 Strategy). ACP 2011 also may use a separate set of Campaign Objective metrics, which will be managed through ASA (M&RA) for the training and leader development objectives. The ATS tasks are numbered sequentially below from 1 through 45. As shown in Figure 3, the ATS tasks are organized to support five ACP Major Objectives. In the section below, the current definition of each ACP 2011 Campaign Objective (green box) and Major Objective (yellow box) is followed by the supporting ATS tasks and metrics.


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ACP Campaign Objective 3-0. Support Global Operations with Ready Land power. Train, mobilize, deploy, sustain, and RESET (reconstitute) whole, cohesive units and headquarters with Joint and expeditionary capabilities to provide a predictable and sustained flow of ready and modernized, Full Spectrum Operations (FSO) capable land power to combatant commanders as part of the Joint or Combined Force, to meet National Command Authority requirements.

ATS Task 1 is ACP Major Objective 3-4. Train Units for Full Spectrum Operations in a Changing Operational

Environment.

Train units in support of ARFORGEN in order to provide ready land power to the Joint Force. Conduct realistic and comprehensive Home Station Training. Enhance Combat Training Centers (CTCs) to better embody the complexities of the operational environment and to support ARFORGEN. Conduct realistic and comprehensive deployment training and enhance participation in the Joint Exercise Program. As unit dwell time increases, increase training on Full Spectrum Operations Mission Essential Task List (FSO METL) tasks in order to enhance full spectrum readiness and strategic depth. Metrics: TBP.

1. ATS Task 1 is ACP Major Objective 3-4 (above).

ATS Tasks 2 through 7 support ATS Task 1 (ACP Major Objective 3-4)

2. Train Units at Home Station. Units and battle staffs (at the appropriate level) are able to train for their Full Spectrum Operations METL in preparation for a CTC or Culminating Training Event (CTE) IAW ARFORGEN requirements. Units execute their full spectrum operations training strategy at designated home stations and key RC training sites and require sufficient ground and air OPTEMPO resources to achieve proficiency in their Full Spectrum Operations METL and meet the demands of ARFORGEN (supported by adequate portrayal of the operational environment in training venues/facilities with the appropriate mix of Live, Virtual, Constructive and Gaming training enablers and an integrated architecture). Home Station includes but is not limited to power generation platforms, power projection platforms, and key RC training sites. Metric: The percentage of ground and air OPTEMPO program execution measured in terms of miles / flight hours execution compared against funded.


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3. Develop standardized FSO METL for operating forces at Brigade and above NLT the end of FY13 to support both training and readiness reporting. Ensure that units are enabled by appropriate Combined Arms Training Strategies (CATS) that are available to unit leaders through the Digital Training Management System (DTMS) and supported with ARFORGEN training templates and Event Menu Matrices (EMM) Metrics: Percentage of operating forces at Brigade and above that submit USR which have approved FSO METL; overall percentage and by-echelon percentage. Percentage of all units that have a CATS published within five years.

4. Refine Regionally Aligned Brigade training plans for future deploying

brigades. Verify Security Cooperation demand for Regionally Aligned Brigades; determine training requirement; generate and implement plan for FY 12. Metrics: TBD.

5. Identify innovative training methods to reduce overhead without sacrificing training quality, standards, or outcomes. Adapt virtual, constructive, and gaming training capabilities wherever possible and use field time judiciously. Decentralize and reduce training overhead, and maximize use of mobile training teams and distributed learning whenever practical. Metrics: TBD.

6. Sustain and Improve CTC Effectiveness. Enhance Combat Training Centers (CTC) to better embody the complexities of the operational environment and to support ARFORGEN. Maintain the capability to generate ready units for Combatant Commanders in the current conflicts. FSO training includes MCO skills that must be trained in the live field environment to have full combat power relevance. Program CTCs at full capacity to support ARFORGEN training requirements for DEFs and CEFs in future POM cycles. Metrics: (1) Percentage of CTC rotation capacity that is supported in the Program Objective Memorandum; (2) Operational Environment Master Plan implemented at all CTCs within resourcing constraints. a. Man all CTC Operations Groups (OPSGROUP) to no less than HQDA Manning Guidance. Metrics: (1) Aggregate OPSGROUP manning at each CTC; (2) Percentage of Observer Controllers with combat experience. b. Organize CTC OPSGROUP to provide modular BCTs Observer Controller complete coverage by 1QTR FY 13. Metrics: See CTC Master Plan. c. Organize and man Opposing Force (OPFOR) units at maneuver CTCs to replicate a hybrid threat (to include potential attacks on information systems resulting in a degraded or denied cyber environment) in FSO while retaining the ability to replicate the current threat in Iraq and Afghanistan by 4QTR, FY12. Metrics: (1) Aggregate OPFOR manning at each CTC;


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(2) See Operational Environment Master Plan (OEMP). d. Man, train and validate BCTP OPSGROUP Bravo to conduct a Brigade Full Spectrum Exercise by 1QTR, FY12 Metrics: (1) OPSGROUP manning; (2) OPSGROUP Bravo training and validation plan. e. Conduct realistic and comprehensive deployment training and enhance participation in the Joint Exercise Program. Metrics: See Operational Environment Master Plan.

7. Ensure the munitions management system is flexible, supportable, and

supports unit CATS, STRAC, and POIs. Metrics: Strategic Readiness Update measuring munitions authorizations compared to the munitions requirements from quarter to quarter.

ACP Campaign Objective 4-0. Train the Army For Full Spectrum Operations. Produce trained and ready Soldiers and Civilians, led by adaptive leaders who are strategic, creative thinkers capable of operating within a JIIM environment in and with foreign cultures. Support the training of units and the development of leaders prepared to operate across the full spectrum of operations in an environment of persistent conflict against a hybrid threat.

ATS Tasks 8 through 25 support ACP Major Objective 4-1,

Train Soldiers and Civilians. Train and educate individual Soldiers and Civilians by enabling institutional training, education, and self-development initiatives which support ARFORGEN. Remain values based and develop warrior ethos required to succeed across the full spectrum of operations in a JIIM environment. Increase foreign language capabilities and cultural awareness across the Army.

8. (ACP Task 4-1.1) Provide Soldiers improved capabilities to function as individual members of a team upon arrival to units. Metric: TBP. 9. (ACP Task 4-1.2) Execute the Army Program for Individual Training (ARPRINT) with a fill rate of 95 percent vs. seats programmed and a graduation rate of 90 percent vs. seats programmed after the completion of Training Resource Arbitration Panel (TRAP) adjustments. Metric: TBP.


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10. (ACP Task 4-1.3) Improve training capabilities to the Soldier through Mobile Training Teams (MTT) and Distributed Learning (dL). Metric: TBP. 11. (ACP Task 4-1.4) Achieve 90 percent of authorized Duty Military Occupational Specialty Qualification (DMOSQ) in Reserve Component units at the start of aim point #3 of the Train/Ready Pool and achieve 95 percent DMOSQ in RC units at the start of aim point #4, entering the Available Pool of ARFORGEN. Metric: TBP. 12. (ACP Task 4-1.5) Enhance foreign language, cultural and regional competency within the force to meet Combatant Commander requirements. Metric: TBP.

13. Determine the foreign languages that are the most important to the Army and use the Focused Language List (FLL) to guide Army language training in the three domains. Ensure relevancy with at least 85 percent of foreign language instruction on foreign languages in the FLL. Metric: Measure the percentage of foreign language instruction through Defense Language Institute Foreign Language Center, Afghanistan Pakistan Hands, and Language Training Detachments on foreign languages associated with the FLL.

14. Incentivize the acquisition, sustainment, and improvement of foreign language skills. Metrics: Measure the amount of promotion points granted to Soldiers scoring 1/1 or above on the DLPT. Measure the amount of Soldiers who receive the Foreign Language Proficiency Bonus (FLPB) between levels 1/1 and 1+/1+ (pending HQDA G-1 approval of new FLPB standards).

15. Fully leverage the capability and capacity of The One Army School System (OASS) and civilian school assets to train AC and RC Soldiers and Army Civilians. Metrics: Measure progress towards achieving the desired outcomes as defined by the OASS Integrated Process Team (IPT) during monthly IPRs and quarterly GOSCs. The IPT develops and tracks tasks that support the three overarching lines of effort at the center of the OASS: a. Course Design, Content and Delivery. b. Missioning. c. Personnel and Policy. 16. Synchronize institutional training with the ARFORGEN model and the operating force to provide realistic, agile, and collaborative skill development to meet Force training requirements. Metrics: Conduct the ARFORGEN Institutional Training Work Group (ITWG) sub-conference, semiannually, to assess resetting units' MTT requirements, TRADOC's MTT capabilities and


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Institutional Training Support Plans (ITSPs); in accordance with AR 350-1 and the ARFORGEN RESET OPORD. 17. Improve the accuracy of determining validated training seats and minimize the resource impact of Training Resource Arbitration Panels (TRAPs). Metrics: No later than a date coordinated with Army G-1 to ensure the AC force structure decisions are early enough to be included in the TCCW review of RC capability, HQDA must make force file decisions, lock the Master Force file, and create a final Force Review Point in order to develop an accurate training program – Army Program for Individual Training (ARPRINT) – to input into the POM. 18. (ACP Task 4-1.6) Consolidate policy and guidance governing Army Civilian training. Metric: TBP. 19. (ACP Task 4-1.7) Develop an Enterprise Civilian Training Management System to automate application processes, track and record civilian training and training requirements. Metrics: TBP.

20. (ACP Task 4-1.8) Maximize use of TRADOC and other Military Schools to conduct Civilian training. Metrics: TBP. 21. (ACP Task 4-1.9) Develop and implement an acculturation training program as directed by FY 10 NDAA. Metrics: TBP.

22. Identify Army Civilian training requirements via the annual Total Army Centralized Individual Training Solicitation (TACITS). Update the TACITS policy to more accurately identify Army Civilian training requirements. Synchronize Structure Manning Decision Review (SMDR) process with Force Management activities and the Training Coordination Council Workgroup (TCCW) and to improve the accuracy of determining validated training seats for Army Civilians. Metric: TACITS policy updated annually during the SMDR to address Army Civilian training requirements. 23. Expand civilian career field functional training requirements to include all Army Civilian occupational series. Metrics: Goal is 100 percent, up from 40 percent, measured monthly until goal is achieved, then quarterly thereafter. 24. Provide deploying Army Civilians with pre-deployment / Resiliency training. Align Army Civilian pre-deployment training in support of ARFORGEN priorities and needs. Metrics: Include Resiliency training in the Civilian Education System by 30 September 2011, to include unit conduct of quarterly resiliency training with Civilian participation. 25. Execute the programmed Civilian requirements with a fill rate of 95% and a graduation rate of 90 percent after the completion of Training Resource


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Arbitration Panel (TRAP) adjustments. Metrics: Achieve 95 percent fill rate and 90 percent graduation rate by target dates (TBD).

ATS Tasks 26 through 33 support ACP Major Objective 4-2, Grow Adaptive and Competent Soldier and Civilian Leaders. Grow competent leaders who are strategic and creative thinkers. Modify Army training, education, and experiences to enable leaders to adapt to the Operational Environment (OE) and support training units and developing leaders. Constantly assess the OE and modify our training and education systems for current and future operations. Emphasize mutual support relationships among our institutions, units, and self-development programs.

26. (ACP Task 4-2.1) Adapt Officer, Warrant Officer and Non-Commissioned Officer Professional Military Education (PME) to support an expeditionary Army during a period of persistent conflict. Increase use of distributed learning and mobile training teams (MTT), as appropriate, to achieve validated educational outcomes and ARFORGEN requirements. Metrics: TBP. 27. (ACP Task 4-2.2) Expand broadening experiences outside of a core Noncommissioned Officer, Warrant Officer and Officers specialty, branch or functional area competencies to develop a wider range of skills, augment understanding of the full spectrum of Army missions, and to prepare leaders to work effectively within the civilian sector, joint, interagency, intergovernmental and multi-national (JIIM) environments. Metrics: TBP. 28. (ACP Task 4-2.3) Reduce PME backlog for all educational levels and cohorts to a steady state of 10 percent for Active Component and 20 percent for Reserve Component by the end of FY 16. Metrics: TBP. 29. (ACP Task 4-2.4) Establish and maintain systems that enable structured self-development (SSD) in order to fill gaps in leader development that are not provided in the institutional operational domains by FY 14. Metrics: TBP. 30. (ACP Task 4-2.5) Encourage Commands to support Civilian long term training by eliminating the financial burden and employee loss. Metrics: TBP. 31. (ACP Task 4-2.6) Fully institutionalize the Civilian Education System (CES) Leader Development Program. Metrics: TBP.


17

32. (ACP Task 4-2.7) Provide educational opportunities for senior Army Civilians to develop and enhance understanding of the Operational Environment. Metric: TBP. 33. (ACP Task 4-2.8) Develop and implement Congressionally mandated Supervisory Training as directed by FY10 NDAA. Metrics: TBP.

ATS Tasks 34 through 39 support ACP Major Objective 4-3, Deliver Training Support.

Deliver relevant Live, Virtual, Constructive and Gaming (LVCG) training enablers through the Army’s Training Support System (TSS); deliverables are TSS products (e.g., Training Aids, Devices, Simulators and Simulations – TADSS), services (manpower and operating funds) and facilities (e.g., ranges, training land, battle command training facilities, training support centers, and simulation facilities) to create and adapt training conditions that realistically portray the operational environment; enables FSO METL based operational (collective) unit training within the ARFORGEN construct; supports adaptable institutional training and education strategies, as well as leader development.

34. (ACP Task 4-3.1) Provide a consistent level of training support services. Metrics: TBP. 35. (ACP Task 4-3.2) Develop and field modernized LVCG training enablers. Metrics: TBP. 36. (ACP Task 4-3.3) Modernize TSS Facilities. Metrics: TBP. 37. (ACP Task 4-3.4) Develop and field a LVC Integrated Training Environment (LVC-ITE). Metrics: TBP.

38. (ACP Task 4-3.5) Develop, field, and sustain modernized LVCG training systems at the CTCs. Metrics: TBP. 39. Integrate contributing and associated functions to improve Army TSS.

a. Utilize the TSS Enterprise, operating in synch with the Army’s four core enterprises, to improve the management and execution of the Army’s TSS across all commands. Metrics: TBD. b. Improve Army training capability within the OSD Joint National Training Capability (JNTC) construct by strategically focusing Army requirements on FSO training. Participate in Interagency and Joint training initiatives and leverage funding to enable TSS on Army installations. Metrics: TBD.


18

c. Leverage the Army Science and Technology program investment areas that can address TSS capabilities and the LVC-ITE. Metrics: TBD. d. Assess the training effectiveness and value added of fielded training systems through the TSS Enterprise process to ensure they are meeting command training requirements within the ARFORGEN construct. Metrics: TBD.

e. Develop the plan and programming estimate for the Army Training Information System (ATIS). Metrics: TBD.

ATS Tasks 40 through 44 support ACP Major Objective 4-4. Develop Resilient Soldiers, Civilians and Units. Increase human resilience, enhance performance and optimize the ability and likelihood of Soldiers and Civilians to face successfully the physical and psychological challenges of sustained operations. Implement the Comprehensive Soldier Fitness (CSF) program across the Army to provide training, tools and techniques to help increase resilience throughout career progression. Increase capacity to experience personal growth from adversity and to excel in performance of Full Spectrum Operations.

40. (ACP Task 4-4.1) Make Global Assessment Tool (GAT) and Comprehensive Resilience Modules (CRM) available on-line for Soldiers and Civilians. Metric: TBP. 41. (ACP Task 4-4.2) Train and deploy Master Resilience Trainers to deliver Resilience Training in units and organizations. Metric: TBP. 42. (ACP Task 4-4.3) Implement Comprehensive Soldier Fitness (CSF) in PME. Metric: TBP. 43. (ACP Task 4-4.4) Implement CSF in CES. Metric: TBP. 44. (ACP Task 4-4.5) Demonstrate the value of resilient Soldiers, Civilians and units. Metric: TBP.

ATS task 45 is an integrating task and not aligned directly with a Major Objective under ACP Campaign Objectives 3 or 4.

45. Ensure that all training aspects of weapon system modernization are addressed in the requirements development, acquisition, and life cycle


19

management processes to provide fully integrated capabilities able to support training for Full Spectrum Operations. Metrics: TBD.

Discussion of Resources

The ATS is linked to the need to program resources to support training requirements. Objectives and Tasks must be considered in the POM and programming decisions. The (draft) Army Planning Priorities Guidance for FY 13-17 (APPG 13-17) and (draft) Army Programming Guidance Memorandum (APGM) provide prioritization guidance. The Army Training and Education Capabilities Based Assessment (T&E CBA) provides additional prioritized assessment of training gaps and potential solutions. Leverage simulations training to provide realistic and demanding training where possible in order to gain efficiencies. As stated previously, there is a need to balance requirements for realistic training with the limitations of finite and diminishing resources. This is especially important with the ATS objectives and tasks associated with adapting home station and CTC training, as well as constructing the live, virtual, constructive (and gaming) integrated training environment. Metrics for tasks in the ATS are intended to support this effort to show a return on our investments in training.

Management of Objectives and Tasks

This section describes how the Army will manage and measure efforts to achieve the Major Objectives and Tasks described in the ATS. The existing mechanism for ATS management is the Training General Officer Steering Committee (TGOSC), as defined in AR 350-1, with the DCS G-3/5/7 approving changes or additions/deletions from the ATS in this forum. The addition of Secretariat oversight and management of ACP Campaign and Major Objectives introduces another level of activity for incorporation into the TGOSC management process, for those Major Objectives and sub-tasks defined in the ACP as well as the ATS. The intent for ATS tasks is the same as for the ACP. Tasks have metrics to support a performance-based assessment of progress for each task in the ATS, using the same standards applied to ACP sub-tasks, only under the authority of the DCS G-3/5/7. Additionally, there will likely be overlapping or parallel efforts between the ATS-TGOSC management process and TRADOC’s management process for the Army Leader Development Strategy and the Prepare the Army Forum. Part of the management process will be to synchronize these efforts. All of these processes will be informed by the results of the annual Capabilities Needs Analysis (CNA) Results. The CNA is the Army’s capability-based assessment that prioritizes the Army’s Required Capabilities, accommodating DOTMLPF Solutions and Initiatives, and the Army’s resulting Capability Gaps along with Gap Mitigation Strategies.


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Appendices

Appendix A, Army Campaign Plan 2011 Strategy Map (as of 04 February 2011) Appendix B, References Appendix C, Army Leader Development Strategy (ALDS) Imperatives Appendix D, Army Learning Concept Appendix E, Army Training Concept Appendix F, ATS Action Plan Appendix G, Abbreviations


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Appendix A, Army Campaign Plan 2011 Strategy Map (as of 04 February 2011)


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Appendix B, References.

(U) Memorandum for All General Officers, Senior Executive Service, and Their Command Sergeants Major, Subject: Army Training and Leader Development Guidance, FY 10-11, 31 July 2009. (U/FOUO) Army Campaign Plan 2011 (04 February 2011). (U) Army Training Strategy, 12 November 2009. (U) ―A Leader Development Strategy for a 21st Century Army‖, as of 25 November 2009. (U) TRADOC Pamphlet 525-8-3, The United States Army Training Concept, 2012-2020, 07 January 2011. (U) TRADOC Pamphlet 525-8-2, The United States Army Learning Concept for 2015, 20 January 2011. (U/FOUO) ―Contingency Expeditionary Force White Paper: A Strategy for Supply-Based ARFORGEN,‖ (20 January 2011), Mr. Vic Bero, et. al. (U) ―Forces Command (FORSCOM) Training and Leader Development Guidance (FCTLDG)—Fiscal Year 2011-2012 (FY11-12)‖, Memorandum dated 20 Oct 10. (U) ―2010-2011 Status Reports‖, Army Magazine, vol. 60, No. 10, October 2010:

(U) ―Today’s Army: Flexible, Adaptable and Versatile,‖ John M. McHugh, Secretary of the Army, pp. 13-16;

(U) ―The Second Decade,‖ GEN George W. Casey, Army Chief of Staff, pp. 19-27;

(U) ‖Strengthening Full Spectrum Capabilities,‖ GEN James D. Thurman, Commanding General, U.S. Army Forces Command, pp. 59-62;

(U) ―Driving Changes Through a Campaign of Learning,‖ GEN Martin E. Dempsey, pp. 65-70;

(U) ―An Enduring Army: Getting It Right,‖ LTG Daniel P. Bolger, Deputy Chief of Staff, G-3/5/7, pp. 163-166. (U) ―The Army of the 21st Century‖, Army Magazine, October 2009, GEN George W. Casey, Jr., Army Chief of Staff, pp. 25-40.


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Appendix C, Army Leader Development Strategy (ALDS) Imperatives.

Encourage an equal commitment by the institution, by leaders, and by individual

members of the profession to life‐long learning and development.

Balance our commitment to the Training, Education, and Experience pillars of development. Prepare leaders for hybrid threats and full spectrum operations through

outcomes‐based training and education.

Achieve balance and predictability in personnel policies and professional military education in support of ARFORGEN. Manage the Army’s military and Civilian talent to benefit both the institution and the individual. Prepare our leaders by replicating the complexity of the operational environment in the classroom and at home station. Produce leaders who are mentors and who are committed to developing their subordinates. Prepare select leaders for responsibility at the national level. Strengthen Army leaders’ understanding of their profession of arms and inspire commitment to the professional military ethic.


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Appendix D, Army Learning Concept for 2015 (TC 525-8-2, 20 January 2011)

Excerpt from TC 525-8-2 Chapter 1

Introduction

1-1. Purpose and Scope.

a. The U.S. Army’s competitive advantage directly relates to its capacity to learn faster

and adapt more quickly than its adversaries. The current pace of technological change

increases the Army’s challenge to maintain the edge over potential adversaries. In the

highly competitive global learning environment where technology provides all players

nearly ubiquitous access to information, the Army cannot risk failure through

complacency, lack of imagination, or resistance to change. Outpacing adversaries is

essential to maintain the Army’s global status and to fulfill its responsibilities to the

nation. The current Army individual learning model is inadequate to meet this challenge.

The Army must take immediate action to develop a capacity for accelerated learning that

extends from organizational levels of learning to the individual Soldier whose

knowledge, skills, and abilities are tested in the most unforgiving environments.

b. The purpose of TRADOC Pam 525-8-2, The U.S. Army Learning Concept for 2015

(referred to as ALC 2015), is to describe an Army learning model that meets the All-

Volunteer Army’s need to develop adaptive, thinking Soldiers and leaders capable of

meeting the challenges of operational adaptability in an era of persistent conflict. ALC

2015 describes a learning continuum that blurs the lines between the Operational Army

and the Generating Force by meshing together self-development, institutional instruction,

and operational experience. This is a learner-centric continuum that begins when an

individual joins the Army and does not end until retirement. The learning model

enhances the rigor and relevance of individual learning through routine assessment of

21st century Soldier competencies (described in chapter 3) that enable success across

full-spectrum operations. It is a learning model that adapts to fluctuations in learning

time and maximizes opportunities to master fundamental competencies. It is open to

inventiveness, to input of learner knowledge, and advances in learning technologies and

methods. ALC 2015 describes an adaptive, career-long individual learning model that

spans space and time to ensure Soldiers and leaders receive a level of preparation equal to

the value of their service to this Nation.

c. ALC 2015 focuses on the Active Army and Reserve component individual learning in

initial military training (IMT), professional military education (PME), and functional

courses. ALC 2015 aligns with and compliments The Army Leader Development

Strategy and TRADOC Pam 525-8-3, The U.S. Army Training Concept 2012-2020.

Together, these strategic documents support TRADOC Pam 525-3-0 and outline a path

forward for individual training and education, leader development, and collective

training.


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Appendix E, Army Training Concept for 2015 (TC 525-8-3, 07 January 2011)

Excerpt from TC 525-8-3 Chapter 1 Introduction

1-1. Purpose and scope a. In an era of persistent conflict, Army training must prepare Soldiers, leaders, and units to

operate and succeed in an uncertain operational environment (OE) where the Nation’s

enemies will continue to adapt quickly using the full range of threats. To achieve success in

the future, Army training must hone necessary Soldier skills; and develop leaders that

become comfortable with collaborative planning and decentralized execution, have a

willingness to deal with ambiguity, and make rapid adjustments as situations develop. Units

must similarly be capable of executing decentralized operations, rapidly developing the

situation through action and adjusting to continuously changing circumstances. To achieve

these requirements for operational adaptability, the Army must adapt unit training. Soldiers

and leaders must learn from realistic experiences and training opportunities that integrate

technological capabilities and introduce conditions of ambiguity and uncertainty to develop

the trust and confidence required for successful execution of decentralized operations.

b. The purpose of TRADOC Pam 525-8-3, The U.S. Army Training Concept 2012-2020, is to

describe for the years 2012-2020 the total Army organizational training requirements and

capabilities necessary to generate and sustain units trained in full-spectrum operations that

can succeed in the operational environment in conditions of uncertainty over extended

periods. A Leader Development Strategy for a 21st Century Army, TRADOC Pam 525-8-2,

The U.S. Army Learning Concept for 2015, and this pamphlet collectively describe the vision

for an integrated training and learning environment that builds leaders, Soldiers, civilians,

and units that have the capability to achieve the Army force generation (ARFORGEN)1

objectives and to execute full-spectrum operations. In addition, TRADOC Pam 525-8-3 will

guide the development of the Army training strategy.


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Appendix F, ATS Action Plan.

Measuring progress for each ATS task against approved metrics will require separate task-level plans. Those plans must be developed separately by the lead and supporting activities. The task execution plans must include milestones, decision points, timelines, and well-defined outcomes. The primary forum for developing and synchronizing those plans is intended to be the Army’s Training General Officer Steering Committee (TGOSC), although other forums, such as the Prepare the Army forum, will also play a significant part. The TGOSC immediately following approval of this strategy will address the proper responsibilities for ATS tasks and provide the guidance needed to complete the ATS Action Plan. The following matrix provides a summary of tasks in the ATS. It is intended to be the initial planning tool for assigning responsibilities for developing plans to accomplish each task.


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ATS

Task: Develop Action Plans to address ACP Major Objectives and Subordinate Tasks TGOSC

Action

Plan

Task Report Progress to the Training General Officer Steering Group (TGOSC)) Leads Status

Train Units for Full Spectrum Operations in a Changing Operational Environment

HS/Deploy/ CTC

CoC (G-37/TRC;

FORSCOM)

(ACP Major Objective 3-4) Status

1 Train units for FSO in support of ARFORGEN

2 Train units at home station

3 Develop standardized FSO METL

4 Refine Regionally Aligned Brigade training plans for future deploying brigades

5 Identify innovative training methods to reduce overhead

6 Sustain and improve CTC Effectiveness

6.a Man all OPSGROUPs to no less than HQDA Manning Guidance

6.b Organize CTC OPSGROUP to provide modular BCTs O/C coverage by 1QTR FY 13

6.c Organize and man Opposing Force (OPFOR) units at manuever CTCs to replicate a hybrid

threat

6.d Enable BCTP OPSGROUP Bravo to conduct a Brigade full spectrum Exercise by 1QTR,

FY126.e Conduct realistic deployment training and enhance participation in the Joint Exercise

Program7 Ensure flexible, supportable munitions management system and support unit CATS, STRAC,

and POIs

Institutional CoC

(G-37/TRI;

TRADOC);

Train Soldiers and Civilians (ACP Major Objective 4-1)

Civilian CoC (G-

37/TRV;

TRADOC) Status

8 Enable Soldiers to function as individual members of a team upon arrival to units. (ACP Task

4-1.1)

9 Execute ARPRINT w/fill rate (95%);graduation rate (90%) after (TRAP) adjustments. (ACP

Task 4-1.2)

10 Improve training w/Mobile Training Teams (MTT) and Distributed Learning (DL). (ACP Task 4-

1.3)

11 Achieve 90 percent of authorized DMOSQ in RC units at the start of aim point #3 of the

Train/Ready Pool and achieve 95 percent Duty Military Occupational Specialty Qualification

(DMOSQ) in RC units at the start of aim point #4, entering the Available Pool of ARFORGEN

(ACP Task 4-1.4)

12 Enhance foreign language, cultural and regional competency (ACP Task 4-1.5)

13 Use the Focused Language List to guide Amy Language Training in the three domains

14 Incentivize the acquisition, sustainment, and improvement of foreign language skills

15 Fully leverage Army/Civilian school assets to train Soldiers and Army Civilians

16 Synchronize institutional training w/ARFORGEN model and operating force to meet Force

training requirements

17 Synchronize Structure Manning Decision Review (SMDR) process with the Force

Management activities to improve the accuracy of determining validated training seats and

minimize the resource impact of Training Resource Arbitration Panesl (TRAPs).

18 Consolidate policy and guidance governing Army Civilian training. (ACP Task 4-1.6)

19 Develop an Enterprise Civilian Training Management System (ACP Task 4-1.7)

20 Maximize use of TRADOC and other Military Schools to conduct Civilian training. (ACP Task

4-1.8)

21 Develop and implement an acculturation training program as directed by FY 10 NDAA. ACP

Task 4-1.9)

22 Identify Army Civilian training requirements via the annual Total Army Centralized Individual

Training Solicitation (TACITS)

23 Expand civilian functional training requirements to include all Army civilian occupational series

24 Provide deploying Army civilians with pre-deployment / Resiliency training.

25 Execute programmed civilian requirements with fill rate of 95% and graduation rate of 90%

after TRAP adjustments

ARMY TRAINING STRATEGY TASK MATRIX


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ATS

Task: Develop Action Plans to address ACP Major Objectives and Subordinate Tasks TGOSC

Action

Plan

Task Report Progress to the Training General Officer Steering Group (TGOSC)) Leads Status

Grow Adaptive and Competent Soldier and Civilian Leaders

Prepare the

Army forum

(G-37/TRL;

TRADOC)

(ACP Major Objective 4-2)

Civilian CoC

(G-37/TRV;

TRADOC) Status

26 Adapt OFF/WO/NCO Professional Military Education (PME) to support an expeditionary

Army during a period of persistent conflict. (ACP Task 4-2.1)

27 Expand broadening experiences outside of core OFF/WO/NCO specialty, branch or functional

area competencies. (ACP Task 4-2.2)

28 Reduce PME backlog to a steady state of 10 percent for AC and 20 percent for RC by the

end of FY 16. (ACP Task 4-2.3)

29 Provide structured self-development (SSD) to fill gaps in leader development not provided in

institutional operational domains by FY 14. (ACP Task 4-2.4)

30 Encourage support of civilian training by eliminating financial burden and employee loss.

(ACP Task 4-2.5)

31 Fully institutionalize the Civilian Education System (CES) Leader Development Program.

(ACP Task 4-2.6)

32 Provide education for senior Army Civilians to understand the Operational Environment. (ACP

Task 4-2.7)

33

Develop and implement Supervisory Training as directed by FY10 NDAA. (ACP Task 4-2.8)

Deliver Training Support (ACP Major Objective 4-3)

HS/Deploy/

CTC CoC (G-

37/TRS;

TRADOC)

Status

34 Deliver a consistent level of training support services. (ACP Task 4-3.1)

35 Develop and field modernized LVCG training enablers. (ACP Task 4-3.2)

36 Modernize TSS Facilities. (ACP Task 4-3.3)

37 Develop and field a LVC Integrated Training Environment (LVC-ITE). (ACP Task 4-3.4)

38 Develop, field, and sustain modernized LVCG training systems at the CTCs. (ACP Task 4-

3.5)

39 Integrate contributing and associated functions to improve Army TSS:

39.a Utilize the TSS Enterprise to improve the management and execution of the Army’s TSS

39.b Improve Army training capability in the Joint National Training Capability (JNTC) construct

39.c Leverage the Army S&T investment areas to address TSS capabilities and the LVC-ITE

39.d Assess the training effectiveness and value added of fielded training systems

39.e Develop the plan and programming estimate for the Army Training Information System (ATIS)

Develop Resilient Soldiers, Civilians and units (ACP Major Objective 4-4)

Institutional

CoC (G-

3/5/7/CSF)

Status

40 Make GAT and CRM available on-line for Soldiers and Civilians. (ACP Task 4-4.1)

41 Train and deploy Master Resilience Trainers to deliver training in units and organizations.

(ACP Task 4-4.2)

42 Implement Comprehensive Soldier Fitness (CSF) in PME. (ACP Task 4-4.3)

43 Implement CSF in CES. (ACP Task 4-4.4)

44 Demonstrate the value of resilient Soldiers, Civilians and units. (ACP Task 4-4.5)

Integrating Task (supports several ACP Campaign Objectives)

45 Ensure that all training aspects of weapon system modernization provide fully integrated

capabilities

HS/Depl/

CTC CoC (G-

37/TRT)


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Appendix G, Abbreviations

AC Active Component

ACFLS Army Culture and Foreign Language Strategy

ACP Army Campaign Plan

AFPD Available Force Pool Date

ALC Army Learning Concept

ALDS Army Leader Development Strategy

APSD Army Policy Synchronization Drill

APPG Army Planning Priorities Guidance

ARFORGEN Army Force Generation

ARPRINT Army Program for Individual Training

ASCC Army Service Component Command

ATC Army Training Concept

ATIS Army Training Information System

ATN Army Training Network

ATRRS Army Training Requirements and Resources System

ASA (M&RA) Assistant Secretary of the Army for Manpower and Reserve

Affairs

ASTP Army Science and Technology Program

BCT Brigade Combat Team

BLTM Battalion Level Training Model

BOG Boots on the Ground

BOIPS Basis of Issue Plans

CATS Combined Arms Training Strategy

CBA Cost Benefit Analysis

CBRNE Chemical Biological Radioactive Nuclear Emergency

CEF Contingency Expeditionary Force

CES Civilian Education System

CHRTAS Civilian Human Resources Training Application System

CNA Capabilities Needs Analysis


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COIN Counter-Insurgency

CSA Chief of Staff of the Army

CRM Comprehensive Resilience Modules

CSF Comprehensive Soldier Fitness

CTC Combat Training Centers

CTE Culminating Training Event

CTSA Civilian Training Student Account

DEF Deployed Expeditionary Force

DL Distributed Learning

DOTMLPF Doctrine, Organization, Training, Material, Leadership and

Education, Personnel and Facilities

DMOSQ Duty Military Occupational Specialty Qualification

DRU Direct Reporting Unit

DTMS Digital Training Management System

EMM Event Menu Matrices

FLL Focused Language List

FLPB Foreign Language Proficiency Bonus

FSO Full Spectrum Operations

GAT Global Assessment Tool

GPF General Purpose Force

ITE Integrated Training Environment

ITSP Institutional Training Support Plan

IPT Integrated Process Team

ITWG Institutional Training Work Group

JACIDS Joint Capabilities and Integration Development System

JIIM Joint, Interagency, Intergovernmental and Multi-National

JNTC Joint National Training Capability

LVCG Live, Virtual, Constructive and Gaming

MRE Mission Rehearsal Exercise

MRT Master Resilience Trainer

MSC Major Subordinate Command


31

METL Mission Essential Task List

MCO Major Contingency Operations

MTT Mobile Training Teams

NCO Non-Commissioned Officer

OASS One Army School System

OE Operational Environment

OEMP Operational Environment Master Plan

OPFOR Opposing Force

OPSGROUP Operations Group

POI Plan of Instruction

PME Professional Military Education

POM Program Objective Memorandum

RC Reserve Component

SMDR Structured Manning Decision Review

SRU Strategic Readiness Update

SSD Structured Self-Development

STRAC Standards in Training Commission

TACITS Total Army Centralized Individual Training Solicitation

TADDS Training Aids, Devices, Simulators, and Simulations

TCCW Training Coordination Council Workgroup

TGOSC Training General Officer Steering Committee

TRADOC Training and Doctrine Command

TRAP Training Resource Arbitration Panel

TSS Training Support System

USR Unit Status Report

Documents

Army Training Strategy (ATS) - pagebaldwin.com2014-10-8 · Army Training Strategy i PREFACE This version of the Army Training Strategy (ATS) replaces the previous version, dated