A Short Note On Combat Mission Ready ( Cmr ) Pilots Require A Companion Trainer Program

Training objectives must support the mission profile and meet the commanders desired end state. Prior to the 56TH train up at the National Training Center (NTC) the deployment location changed from Iraq to Afghanistan (case study). Changes to mission essential tasks were not identified prior to NTC, resulting in the BCT training on collective tasks and validated during MRE based on the Iraq mission profile. However, the shift to the Afghanistan mission profile created gaps in training not identified until units arrived at Bagram Air Field (BAF). i.e. the BCT had to establish an MRAP drivers training program at BAF extending the RSOI process. Training gaps were not limited to company level shortfalls as battalion and brigade staffs were not able to anticipate potential threats and capitalize on opportunities. (case study 2)

Responsible for the program of instruction and daily flight operations for the Army's UH60 Blackhawk Flight School XXI, management of the Aircrew Training Program and the professional development and general health and welfare of 151 assigned personnel and 252 student pilots. Responsible for the risk management, mission approval process, standardization and training of a company which daily launches 98 helicopters in day, night, IMC, and night vision goggle modes of flight. As an instructor pilot, responsible for maintaining the highest level of proficiency in the UH-60 A/L and Mike model in all modes of flight, training student pilots, conducting flight evaluations, and enforcing aviation standardization and overall unit safety procedure.

Develop and integrated a comprehensive 40-hour Integrated MTC Tool Suite training program that provided training to MTC and unit staffs to efficiently plan, design and executes exercises through the primary use of G27 Tool Suite; Exercise Support Application (ESA), Exercise Design Tool (EDT), Virtual OPFOR Academy (VOA), and Information Operation Network (ION). Validated the MTC Integrated Tool Suite training program and team certification to ensure a standardization of training and DATE compliancy. Provided briefings to the 84th Training Command and AVNCoE Commanding Generals, the United Kingdom ISR Bde Commander, NTC, JMRC senior leaders and individual staffs to continuously fostered enduring partnerships that resulted in a substantial growth in recognition and usage of G27’s web-enabled

Since 1985, eleven different versions of the High Mobility, Multi-Wheeled Vehicle (HMMWV) have been in service. The Joint Light Tactical Vehicle (JLTV) is being developed by the Army and the Marine Corps as a successor to the HMMWV. The Department of Defense (DoD) initiated the JLTV program to replace its aging fleet of the HMMWV. The purpose of this essay is to determine if the high cost of the JLTV should preclude it from replacing the HMMWV as outlined in the 2010 Tactical Wheeled Vehicle Strategy. Because of the cost, an inability to meet joint requirements and the presence of feasible alternatives, the Department of Defense should not continue acquisition of the JLTV.

Chief Warrant Officer Three Teddy Vanzant is an extraordinary instructor whose technical abilities and extensive combat systems experience make him uniquely suited to train United States Army, Ordnance Warrant Officers. Teddy has spent the last 13 months completely redesigning the Programs of Instruction for the M1A2SEPv2, Abrams Main Battle Tank and the M3, Bradley Fighting Vehicle. He provided sound guidance and assistance to the CASCOM, Training Development during the validation of not only these two critical combat systems, but for the M109A6, Paladin as well. Due to these qualities and his dedication to the instructional mission, I recommend CW3 Vanzant to compete for the Distinguished Instructor Award, and the Army Logistics University,

A submission to the Faculty of the Joint and Combined Warfighting School in partial satisfaction of the requirements for Joint Professional Military Education Phase II. The contents of this submission reflect our writing team’s original views and are not necessarily endorsed by the Joint Forces Staff College or the Department of Defense.

SFC Pham completely redesigned the 91S30 Advance Leader Course (ALC). He spent countless hours on researching, surveying, and conducting face-to-face interviews with Soldiers of all level from different SBCT to developed the right training products for the 91S30 ALC. The new POI, ISAP, and 12 lesson plans has been through three pilots validation process, approved by all students, instructors, and course managers, and awaiting the final approval from the Chief of Ordnance.

- VERSATILE MANAGER. Personally tailored over 416 hours of individual training on weapon build up procedures for 140 Sailors. His efforts resulted in eight qualified QA/SO's, 12 TL, and 120 TM greatly enhancing the Weapons Department mission readiness.

A few decades ago, the military needed an upgrade on its cargo and troop carrying capabilities. In the 1950’s, the less modern World War II cargo aircraft were the C-190, C-47, and C-46’s. These did not meet the requirements for a continuously modernizing U.S. Military. (Simpson, M. (2011, October 19)). Therefore, in 1951, the U.S. Air Force put out a General Operating Requirement for a new airframe that will meet specifications in the category’s of how many passengers or paratroopers it will hold, as well as size

Served as the Command Combat System Senior Enlisted and Combat Systems Training Team (CSTT) through (2) FRTP cycles which included scenario development, training and execution supporting the operational commander mission and objectives for FST-U, FST-GC, and FST-J. Specifically, oversaw operator configuration, scenario setup,

We also need to invest in the future to ensure continued development and improvement of the war fighter’s mobilization electronic operating systems while continuously conducting relevant high quality training. These mobilization technology systems must support our current complex and evolving operating environment. Additionally, it is imperative that we identify duplicate systems and work towards the migration and/or elimination of unnecessary redundancies.

While serving as an instructor for the Husky and Buffalo Doctrine and Tactics Training (DTT), SSG Ross oversaw the training of over 15 Active Duty BEB’s and 10 Reserve Component Combat Engineer Clearance Companies, also helped redesign the training by using his combat experience to create a more realistic training environment. SSG Ross’s impact on route clearance training impacted the entire force’s ability to detect and clear explosive hazards, resulting in countless coalition and civilian lives saved.

The Army is in a period of transitioning to a new construct on how it trains and employs Brigade Combat Teams (BCTs). This new idea is called Regionally Aligned Forces (RAFs). The basic concept for RAFs is to align BCTs to a Combatant Commander (COCOM) for use as needed by that COCOM. By being aligned to a COCOM, the BCT and its respective Soldiers will receive specific region cultural and language training and also be provided specific training focus as determined by that COCOM. On a rotational basis units within those regionally aligned BCTs will deploy to their designated region to support the COCOM and in return the unit and Soldiers receive invaluable experiences and realistic training. This essay is to discuss how the Army’s move to RAFs is a great strategic move for the Army on many fronts. Listed are a few of the fronts that the transition to regionally aligned forces addresses. As the Army draws down its forces in Operation Enduring Freedom (OEF) it has to find ways to remain relevant and useful in a time of budget reductions, smaller conflicts and greater uncertainty across the Department of Defense (DoD). With the reduction in size of the Army and the contraction of forces stationed abroad, there needs to be a plan to address this cultural exposure our forces are losing. In addition, the Army needs to preserve the lessons learned over a decade at war and not fall back into a garrison mindset where realistic training becomes unrealistic and worthless.

Driven aviators will push their aircraft and abilities to their limits or even breaking points. As pilots learn to employ their aircraft, they are sometimes taught to intentionally depart the aircraft from controlled flight. By exceeding the flight envelope (with an experienced instructor, of course), a junior pilot can be shown precisely where the edges of the limit exist. This espouses confidence in one’s ability to recover in the event the envelope is exceeded, and to operate right up against those limits, where a fighter necessarily maneuvers on occasion. In order to recognize and recover from such situations, a pilot requires not just familiarity but also proficiency. Unfortunately, competency in these high-performance aircraft and regimes atrophies remarkably fast. A young pilot cannot afford to go a week, a month without flying. And yet, they’re routinely asked to perform at high levels tactically while not afforded the requisite hours to even reach the “tactical hard deck,” much less exceed that standard and practice tactics. Gen Davis does not seem to understand nor appreciate this

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