Unit's Preparedness Training At The Mobilization Training Center

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)

Effectively coordinated and managed the team’s schedule and execution of an additional 38 remotely supported events outside of the seven projected on-site engagements. I developed and implemented an ESA Content Build program, a systematical process to retrieve and harvest post-exercise material from units for posting on G27 portal. This program resulted in a 118% increased of posted exercises accessible on ESA portals and provided adapted exercise material that reduces unit’s exercise planning and designing phases which conserved time and resources. Provided a Senior Leader Overview to First Army’s 120th Infantry Bde commander, subordinate battalion commanders and staffs that established G27’s Tool Suite (ESA, EDT, VOA, ION) as their primary method for exercise planning and designing used for deploying USAR/ARNG validation exercises (VALEX). Routinely dialogue and provide remote support to 120th Infantry Bde staff, one of only two staffed sites that provides VALEX for USAR/NG units prior to their imminent deployment, to harvest exercise material and data to reuse for future deployments. Regularly conducted formal briefings, presentations, executive

During the latter part of FY16 and the beginning of FY17, the EEOCA cadre successfully conducted three Institutional Army Warfighter Assessments (IAWAs) designed to test the validity of the proposed curriculum. Substantive changes were instituted throughout the IAWA process and the finished version of POI 16.0 is pending approval and validation. Since the IAWA process, there has been a graduate rate of 64% and a total of 270 Soldiers will be trained during FY17. The desired outcome is a course that better meets the needs of all components, reduces resources, and trains the critical tasks to

The face of how Army Reserve Soldiers mobilize to support contingency operations around the globe has changed very drastically in the last half century. In their report titled, Reserve Component Personnel Issues: Questions and Answers (2013), Kapp and Torreon noted the increased pressure on reservists and employers:

People fill their summers with vacations at all-inclusive resorts, road trips or afternoons at the park. That’s true for many Soldiers as well. However, for nearly 200 Soldiers in the 364th Sustainment Command (Expeditionary), they also fit in more than 14 days of tough and realistic annual training at the Combat Support Training Exercise 86-15-03 this year at Ft. McCoy, Wis.

After five deployments including trips to Afghanistan and Iraq, I have seen the full spectrum of the deployment process. I have seen the process for conventional and special forces and how they differ. Over the years, I have experienced how the Army sustains the force and how it has made changes to the process. Sustainment in Army operations is not always smooth and effective.

One you get into a branch, you must go through basic training. Basic Training consists of two programs, the general program and your job specific program (defense.gov). Basic training consists of ten weeks of brutal activities that take tolls on the new recruits physically and emotionally, only for their commanders to bring them back up with confidence and valor (defense.gov). The advanced training then can last from four weeks up to a whole year depending on the job for which you were assigned

reserve and National Guard components with us into this new realm of tactics may pose a daunting challenge.

Similarly, United States Army has extreme concern with the specific preparation of Soldiers. Therefore, it has developed a program called Physical Readiness Training (PRT). The program’s goal is to train Soldiers to be ready to work in hard duties and sustain activity in assignments or in combat roles (FM 7-22, 2012). The PRT has a high concern with Soldiers health, presenting preparation, recovery, strength and mobility, posture and body mechanics activities. The PRT has three phases to develop in Soldiers the correct physical condition: the conditioning phase, the sustaining phase, and the reconditioning phase. First, the initial conditioning phase is responsible for the practice part in order to develop the movement skills the correct way and prepare Soldiers for the next phase. The second phase is the sustaining phase. This focus phase is to achieve in Soldiers a higher level of physical readiness required in specific tasks and maintain the level achieved. The last phase is the reconditioning phase. During this phase, the intention is to restore the previous physical fitness levels of Soldiers (FM 7-22, 2012). During PRT phases, there is concern in following the principles of the PRT, such as precision, progression, and integration, in order to provide all advantages of the program. Furthermore, the PRT tries to develop the endurance, the strength, and the mobility, considered fundamental components to the success of the

After these requirements are met then I will have to complete basic training. Basic Training is a course that transforms civilians into soldiers. Over the course of ten weeks, this training will test me mentally and physically. Before basic training, it is important that I get into the process of getting in shape. Getting in shape before the military is beneficial so that PT (physical training) will not be as challenging. Lots of running and daily exercise will also help prior to basic training.

As stewards of our profession, commanders ensure that military expertise continues to develop and be passed on to aspiring professionals through operational development. It is during this developmental phase that Professional Soldiers put their knowledge and skills to the test. Operational Army units certify and recertify their Professional Soldiers through repetitive and realistic training events including the Combat Life Saver Course, platoon live fires, and exercises at the National Training Center. In the course of these challenging and realistic experiences, the Army’s operational units develop Soldiers and leaders prepared to maintain high standards, discipline, and operational readiness. Operational development and adaptability will continue to drive changes in Army doctrine, organization, leadership, and education as we enter the post-war era. Without this kind of development, the Army could not maintain a well-disciplined professional fighting force.

Basic training is also called boot camp. ‘‘Basic combat training (BCT) is a training course of ten weeks. These recruits learn about the seven core army values, How to work together as a team and what it takes to succeed as a solider in the U.S. Army’’(GA 1). Young recruits must prepare beforehand physically and mentally. Recruits must practice arriving on time for certain responsibilities. ‘‘Daily cardio, weight training, push-ups, and sit-ups are a must’’ (TM 1). The duration of basic

You should begin preparation for basic training. You will have a limited amount of time before you will be sent to you basic training camp (boot camp). It is highly recommended that you exercise and prepare yourself physically. Once you are called to come to your scheduled date for basic training you must report to the recruiting office where you will be sent to Boot Camp. Each person is assigned an instructor. This instructor will be assigned to you for the next seven weeks.

The Creed of the Noncommissioned Officer states, “No one is more professional than I,” “I will strive to remain technically and tactically proficient,” and “All soldiers are entitled to outstanding leadership; I will provide that leadership.” As America transitions from a nation at war to a nation at the ready, it is imperative as noncommissioned officers, that we remember those responsibilities set forth in the creed in which we live by as we forge our next generation of soldiers and leaders. How we forge our future leaders, train our soldiers, and how we develop ourselves as noncommissioned officers is outlined in Army Regulation 350-1, Army Training and Leader Development. From

To fully prepare soldiers for what they might have to endure, the Army puts them through extensive training. The first step for this training is a