1. TRAINING MANAGEMENT

2. OUTLINE Command Philosophy Training Guidance Training Schedules
Quarterly Training Briefs
Company Training Cycle
Sergeant’s Time
Team Training
Individual and leader training
Company Field Training
Training References
STRAC

3. REFERENCES

4. Command Philosophy
Commander’s philosophy on how he plans to run the unit. Covers a variety of topics to include training philosophy
No set format nor set content
Designed to inform your soldiers on what you expect and what they can expect from you
IAW U.S. Army Command Policy
Meets Army Values
There is no requirement to do a Command Philosophy but it is a good document to write to let your unit know where you are coming from and where you see the unit going.
It can cover anything you want it to. Many include personal beliefs, Army Values, leadership styles, and even idiosyncrasies.
There are no rules to your command philosophy but you can’t go against Army Command Policy nor Army Values.

5. Training Guidance
Receive annual training guidance from Group (6 Months Prior) and BN (4 Months prior)
Develop company training strategy and training guidance based on unit assessment and higher command’s training guidance
Develop long range calendar (12 mo minimum)
IAW FM , BDE level training guidance should be published NLT 6 mo prior to the new FY and BN guidance NLT 4 mo.
The commander uses the 8 step training management module and determines his unit’s strengths and weaknesses during the assessment period. He takes this information as well as the higher headquarters training guidance and develops a training strategy. The strategy determines what training events, and their frequency, to improve or sustain proficiency on each METL.
The unit then develops the long range calendar that outlines the training strategy. This serves two purposes. It outlines to the unit what training they will be conducting and allows them to prepare for training. It also lets soldiers know in advance when they will be required to attend training so they can plan leave, etc.

6. Training Schedules
BN CDR approval and CO CDR signature constitutes an official order
Unit’s primary management tool to ensure training is conducted on time and by qualified trainers with the required resources
Provides soldiers information on specific training event, location, uniform, date/time, instructor, and references
6 to 8 week period prior to execution of training.
Published training schedules are an official order and can’t be changed at the company level. Changes to the training schedule must be approved by the Battalion Commander.
Training schedules provide soldiers all the information they need to be at the right place, at the right time, and in the proper uniform. The training schedule also allows subordinates to look at subtasks that they can train on to better prepare for the training.
The schedules need to be published 6 to 8 weeks in advance to allow final preparations and locked in.

7. Quarterly Training Brief
Given 2 levels up (Co CDR briefs GRP CDR)
Discuss past, present, and future training expectations
Results in a training contract between commanders
Conducted ideally 6 weeks prior to lock-in window for next quarter training
IAW FM , p 3-26, QTBs are given two levels up. However, due to geographic dispersion, this is normally conducted 1 level up.
The QTB discusses past training events to explain the effectiveness of your training program and how it relates to your current assessment. It discusses present training to ensure you are following training guidance and to see if other units can piggy-back off of your training.
Future training becomes a contract between the Company Commander and the Group Commander. This contract results in 2 things, it holds the company commander to conduct the training and also ensures that the BN and GRP protect the unit from training distractors during their designated training times.
For planning and resourcing purposes, the QTB “contract” should be established a minimum of 6 weeks prior to the execution of the planned training.

8. Company Training Cycle
METL tasks by quarter
Supporting collective tasks during Sergeant’s Time (crawl and walk)
Individual and Team tasks during Team Training and Sergeant’s Time (crawl and walk)
Demo training supports METL focus
FTX – run phase on METL task with all supporting collective task. Results in assessment
FM discusses the training cycle. A technique to train EOD companies is to break out your METL tasks over a 1 year period by quarter. Some METL tasks will be retrained during the period. Once you determine your METL tasks, break out the supporting collective tasks. The individual and team tasks that support the collective tasks are also identified.
Individual, team, and collective tasks all support the METL task. Team Leaders will train their team members on individual and team tasks. Some of this can be done during Team Leader Training time or Sergeant’s Time. Some collective tasks can also be trained during Sergeant’s time. Training on theses tasks are usually the crawl and walk phase.
The demo training you conduct should tie into your over-all training goal. For example, if you are doing Respond to EOD Incidents, your demo training should include .50 cal training, disposal ops, and chemical venting, neutralization, and disposal.
The FTX should be scheduled toward the end of the quarter. This training event should be the culmination of all training during the quarter and is the run phase. Upon completion of this training, the CO CDR should be able to make an assessment of the MTP task(s) the unit has trained on.

9. Company Training Cycle
Example of a Company Training Matrix

10. Sergeant’s Time Ref GRP OI 350-1
Linkage between unit METL and the soldiers tools that support it
Conducted by first line leader, supported by entire chain of command
Commander assists, advises, and assesses
80% individual training, 20% collective
Must include low density MOS
Sergeant’s Time training is used to train on subjects that support the METL. It should focus on those things that soldiers must do to include those outside of their MOS. Training is conducted by the first line leader but must be planned and supported by all levels of the chain of command
The Company Commander does not lead the training but does assist, advise when appropriate, and assess the unit upon completion of training. AARs should be conducted at the end of the training period to fully gain the benefit of the training.
IAW GRP OI, 80% of Sergeant’s time should be individual training and 20% collective training. Army policy dictates that Sergeant’s time must include low density MOS. Sending your Clerk and Supply Sergeant to a BN on your installation is a proven technique to ensure low density MOS soldiers receive proper training.

11. Team Training Team Leaders focus training on their weaknesses
Supported by Chain of Command
Crawl and walk phases internally, run phase with assistance from Chain of Command
Supports collective tasks
Some units allow a day for Team Leader Training. Others let the team have an entire week per month. The team should focus on individual training in support of the teams mission. The team leader should also be training his team member to become a team leader.
Team training only works if it is supported by the entire chain of command. The team leader must assess what training he needs, the Response NCO should go over his training plan and offer assistance. The chain of command must eliminate training distracters to allow them to train.
The team leader can train his team but should get outside assistance from his chain of command for the run phase. This allows the team leader to get immediate feedback while focusing on training.

12. Individual and Leader Training
CTT, STP
OPD from EOD BN and Installation
NCODP program run by 1SG
Individual training consists of general army subjects as well as EOD specific subjects. Such training ranges from map reading to operating a M256 kit.
EOD officers should get OPD from their EOD BN and should participate in any OPD offered on the installation. Getting a different perspective from training with those outside the EOD field can be very beneficial.
NCODP is a required program that is run by the 1SG. This training focuses on subjects that NCOs need to be better leaders.

13. Company Field Training
Field Training Exercises
Pre-execution Checks :
Coordinate the training area(s)
External Support: Class I, V, IX
Request backstop support for your AOR through Bn
Develop a training schedule of events to accomplish (1SG)
Produce an OPORD (Cdr)
PCI (PSG/Cdr)
Conduct training (1SG/Cdr)
AAR
Recovery Phase
Reassessment (Cdr)

14. NTC ROTATION Planning Group Guidance Integration into the BCT
Capabilities brief given to leadership
Development of EOD support plan
Attend LTP
Test support plan using JANUS (Simulation Program)
Current 52d Ord Grp (EOD) Guidance is to send 3 light teams, CDR, 1SG, OPS NCO, and clerk or supply Sergeant (10 personnel total)
Integration into the BCT is essential and must be accomplished prior to the start of the rotation. Jointly develop the EOD support plan to figure how best to support the BCT mission.
Attending LTP is a very key event. This ensures you meet the BCT leadership and other key players. It will give you a chance to sit in BDE MDMP and gain a working relationship with the BCT. JANUS will provide some training value as it will force integration through certain situations.

15. NTC ROTATION Preparation Training requirements (see FC 350-50-1)
Night Vision Driving annotated on license
Qualified to drive vehicle, annotated on license
Qualified on assigned weapon
Logistical coordination with BCT
Rail load vs line haul vehicles
CL V forcast (force on force and live fire)
FORSCOM Regulation covers the mandatory training that must be accomplished prior to going to NTC. This list is not all inclusive by any means. The BCT you are supporting will collect the status on your training.
Getting to NTC to support a unit that you are not co-located with can be challenging. You will most likely have to line haul your vehicles from your location to NTC. This involves getting a funds code site from your BCT as well as coordination with transportation. You will also need to request CL V through the BCT. You will need to forecast ammunition for force on force as well as for live fire. Currently, you will only use live explosives during live fire excercises.

16. NTC ROTATION POC http://www.irwin.army.mil/sidewinder/index. htm
DSN
COMM
htm
- Use this contact information to learn more about EOD at NTC.

17. Training References FM 25-100 FM 25-101 FM 4-30.5/ 9-15 FM 75-15
ARTEP MTP FC
STP 9-55D-14 SM-TG
AR 600-9 AR AR
DA PAM
DA PAM
GRP OI 350-1
GRP OI 350-2

18. STRAC DA PAM 350-38 DA PAM 350-39 Demo- frequency and events M16 M9
Barret
DA PAM covers EOD required training events and the ammunition required to support the training. This includes all demo, M16 and M9 qualifications.
DA PAM covers the ammunition required for training on the Barret rifle in support of SMUD.

19. QUESTIONS?