fm 25-5

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25 January 1985

pittengk

DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.

Field Manual FM 25-5No. 25-5 Headquarters

Department of the ArmyWashington, DC, 25 January 1985

TRAINING FOR MOBILIZATION AND WAR

Preface At some point in the future, the US Army maybe called upon to go

to war. The Army must be prepared to win that war. The cornerstoneof preparedness is training.

Mobilization is bringing the total Army force to a state of readinessfor war or for other national emergencies. Mobilization consider-ations are an inseparable part of peacetime (premobilization)training. Training is the key to combat readiness. Mobilizationplanning is based on the concept that Active Component (AC) unitsmaintain overseas commitments, respond to contingencies at shortnotice, and provide initial surge units until the Reserve Component(RC) units can be mobilized and deployed. Peacetime planninginvolves training to improve proficiency in mission-essentialindividual and collective tasks to maintain high combat readiness.

This manual is intended for use by commanders and staffs withinthe training bases, major Army commands (MACOMs), and units. Itprovides guidance regarding training doctrine for all elements of theArmy upon mobilization and war. This manual outlines the mobiliza-tion process, the training requirements for the total Army forcefacing mobilization, the institutional and unit training, and thetraining support that will be available.

This manual is one in a series of training manuals that includesFM 25-1, FM 25-2, FM 25-3, and FM 25-4. FM 25-1 provides the overalltraining concept for the US Army. It is written for leaders in the unit,in the training base, and in the agencies that develop trainingsupport materials. FM 25-2 provides commanders with a manage-ment process to plan training, to acquire needed resources, and toevaluate soldier and unit proficiency, training, and training manage-ment. FM 25-3 provides unit leaders, especially noncommissionedofficers (NCOs) and company-level officers, with an effective methodfor planning and conducting training. FM 25-4 describes how to plan,conduct, and control training exercises.

The proponent for this publication is the US Army Command andGeneral Staff College. Submit changes for improving this publica-tion on DA Form 2028 (Recommended Changes to Publications andBlank Forms) and forward it to Commandant, US Army Commandand General Staff College, ATTN: ATZL-SWP, Fort Leavenworth,KS 66027-6900.

Unless otherwise stated, whenever the masculine or femininegender is used, both are intended.

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CHAPTER 1

An Overview

Mobilization requires advanced planning, skillful execution, and goodtraining. The major challenges will be individual training in the institu-tional training base, individual and collective training in units, training fornewly organized units, and responsive training support.

LEVELS OF MOBILIZATIONThe Department of Defense (DOD) and when directed by the President. The

mobilizes all or part of the armed forces as extent of the emergency governs the level ofauthorized bylaw or congressional resolution mobilization.

Mobilization Levels

Selective Mobilization— The expansion of the active forcewhich results when Congress and/or the Presidentactivates Reserve Component units and associated supportIn response to a domestic emergency which does not resultfrom external threat.

Presidential Call-Up of 100,000 Selected Reservists—The augmentation of the active force which results whenthe President directs activation of units and up to 100,000personnel of the selected reserve (all services)for 90 days tomeet the requirements of an operational mission.

Partial Mobilization— The expansion of the active forceresulting from a congressional or presidential directive toactivate Reserve Component units and the Individual ReadyReserve (lRR). It involves up to one million personnel forperiods up to 24 months to meet the limited requirementsfor war or other contingencies Involving an external threat tonational security.

Full Mobilization— The expansion of the active forceresulting from a congressional and presidential directive toactivate all Reserve Component units in the existingapproved force structure. This includes unmanned andunequipped units (Component 4), IRRs, selective recall ofmilitary retirees, and associated support to meet therequirements for war or other contingencies involving anexternal threat to national security.

Total Mobilization— The expansion of the active forceresulting from a congressional and presidential directive toincrease personnel strengths and unit inventories beyondthe existing force structure (Component 6). It also mobilizesail national resources to support the total requirements forwar or other contingencies Involving an external threat tonational security.

TRAINING REQUIREMENTS The total Army force required during

mobilization and war has a number ofelements as shown. These elements arederived from the following existing andplanned components:

Component 1. Active Component unitslocated in a theater of operations in the con-tinental United States (CONUS) or outsidethe continental United States (OCONUS). Component 2. Army National Guard(ARNG) units.Component 3. United States Army Reserve(USAR) units.

Component 4. Unmanned and unequippedunits for which a requirement is identifiedin the total Army analysis (TAA).Component 4 represents the portion of theapproved current force structure require-ment that is not affordable within theArmy’s peacetime budget.

Component 6. Units outside the Army’sforce structure that must be formed andtrained upon total mobilization. Depart-ment of the Army (DA) has established aforce structure, by number and type of units,for total mobilization planning purposes.

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Chapter 1An Overview

The general relationship of the total Armyforce elements to the various components isshown below. Each element has special train-ing requirements. These training require-ments are based on a variety of factors suchas mission, location, collective versusindividual training, and the availability oftraining personnel. The requirements becomeapparent when looking at the total Army

force components. The training needs of RCunits will differ from those of AC units. Thetraining of Components 4 and 6 units, whenactivated, will differ from those of the currentforce structure units. Despite the variety offactors to be considered, the common threadthat runs through the force, from unitsdeployed overseas to training of new recruits,is training.

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TRAINING SUPPORT Upon mobilization, the Army will do more will remain overseas as theater training

individual and collective training, while assets.equipment and key resources become increas-ingly constrained. Therefore, greater usemust be made of substitutions, training aids,devices, simulators, and simulations. Thechallenge will be to allow trainers to continueto train individuals and units to the requiredstandards.

During peacetime, training support plansmust be documented in the mobilizationprograms of instruction (MOB POI) to allowfor the smoothest transition to wartimetraining. Once MOB POI are established,training support plans, materials, andservices will be produced to support bothtraining realism and training standards.Training support materials and services,both in quality and quantity, are essential fora successful mobilization. Forming new unitsand sustaining proficiency require trainingsupport. Training support will be based onthe procedures given below.

needs of the commander. For instance, priorto M-day, casualty estimates are the primarysource for forming stand-by personnelrequests. However, the push system providesfor individual replacements to the theater.The push system will be based on scenario-driven computer projections. It will continueto be used throughout the war and will berevised based on the total Army requirementsand information received by the theatercommanders.The United States Army Training and Doc-

trine Command (TRADOC) will identify thetraining support needs of the expandedtraining base. RC commanders will identifytheir training support needs to their mobiliza-tion station as part of their RC postmobiliza-tion training plan. Installation mobilizationplanners will purge or validate requirementsand forward them to the installation trainingand audiovisual support officer (TASO). Inturn, the TASO will forward the requirementsto the MACOM for entry into the ArmywideDevices Automated Management (ADAM)System.

With a listing of all installation inventorieson the ADAM system, mobilization require-ments can be correlated against holdings andexcesses and shortfalls identified with hold-ings and requirements continually beingupdated. Upon mobilization, inventories canbe redistributed and shortages can be identi-fied by type, quantity, and location so thatprocurement action can begin. Deploying ACunits will turn in their training supportmaterial to their installation’s training andaudiovisual support center (TASC). Trainingdevices held overseas prior to mobilization

The US Army Wartime ReplacementSystem is centrally managed at HQDA by theDeputy Chief of Staff for Operations andPlans (DCSOPS) and is implementedthrough decentralized execution within theMACOMs. It will provide units andindividual replacements and teams to atheater of operations. The system depends onreal or projected attrition factors and the

Individual replacements and teams fromthe institutional training base will deploythrough a CONUS replacement center. Flag-bearing units from the United States ArmyForces Command (FORSCOM) will deploydirectly from their CONUS station or will beintegrated into a larger deploying force.Within the theater, individuals and teamswill be processed and deployed by the TheaterArmy Replacement System (TARS). Train-ing policies will be established to support theneeds of the replacement system.

MISPRINT

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Chapter 1An Overview

Based on the military occupationalspecialty (MOS), system, or unit, the pro-ponent service schools support RC trainingby developing training plans, products, andservices. The proponent service schools deter-mine the overall training strategy for the sup-port of each MOS, system, or unit based on acritical analysis of each. This strategy isbased on the needs of units and the followingRC considerations before plans or productsare initiated:The response to the needs of AC and RCunits.The impact of the limited time available forRC training.The unique requirements of those MOSswhich are predominately RC-heavy such ascivil affairs, rail transportation, light gun,air defense, graves registration, and termi-nal operations.Training plans are used to conduct and

support training. The y consist of—An individual training plan (ITP). A set ofdocuments which collectively constitutesthe proponents plan to analyze, design,develop, implement, and evaluate anindividual resident or unit trainingprogram.An individual and collective training plan(ICTP). A plan which supports developmentof new or revised individual and collectivetraining programs and the use of theseprograms in institutions and units.A collective training plan. A grouping of sixseparate but related elements: ‘the– Armytraining and evaluation programs(ARTEPs), drills, simulations, weaponsystems training, support systems training,and transition training. When combined,these elements support collective trainingin units.

An MOS training plan. The plan is a guidefor conducting individual training in units

and is included in each trainers guide orsoldiers manual.Training products, referred to. as training

support materials, include devices andrelated items which enhance, supplement, orreinforce the training process. These pro-ducts include—

Extension training material catalogs.Many trainers will have limited priorexperience; therefore, these catalogs willprovide an important material referenceapplicable to units.Training Extension Course (TEC) lessons.Mobilization may limit the scope for TECmaterials in the combat arms. However, aneed will continue in combat support (CS)and combat service support (CSS) MOSs,especially those where communicative tech-nology such as interactive video discs canprovide high-quality training.Army Correspondence Course Program.Like TEC lessons, this program may havelimited mobilization value. Therefore, itshould have a lower priority.Field manuals, field circulars, and trainingcirculars. These will continue to provide thefoundation on which all other training pro-ducts are based. However, a rapid revisionand distribution cycle will be necessary.Technical manuals. These will be neededfor the operation and maintenance of equip-ment, especially for new equipment andsystems. Their availability upon mobiliza-tion is essential. Manuals applicable toformerly obsolete but reintroduced equip-ment will also be required.

The above products also apply to the ACs.

Training services include mobile trainingteams, branch training teams, new equip-ment training teams, and new organizationtraining teams. These teams provide serviceschool expertise to the field.

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CHAPTER 2

Institutional Training

The primary tasks for institutional training are to plan for expansion andto expand rapidly to meet the needs of the total Army. The major mobiliza-tion challenge will be to produce well-trained and MOS-proficient soldiers tofill the requirements in newly organized units.

TRAINING BASE OPERATIONSThe training base will be expanded tion locations. Civilian contractors, industry,

through the use of USAR training divisions, schools, vocational technical schools, andtraining brigades, and schools; IRRs; community colleges will also be used torecalled military retirees; and civilians with expand the base. The training base will pro-applicable skills. USAR reception stations vide for NCO and officer courses and neces-(RECSTAs) will be activated to augment sary specialty training such as ranger orexisting stations and to provide new recep- parachutist training.

Upon full mobilization, MOBPOI will form trained soldiers and unit packages as soon asthe basis of all courses included in the possible. Trained fillers and unit packagesmobilization Army program for individual will be made available to newly organizedtraining (MOB ARPRINT). Some technical units to permit their assimilation into unitcourses will be condensed and accelerated. training. Thus, follow-on integration orThose not included will be terminated and transition training in the unit would bestudents will return to their units. All remain- minimal.ing courses will be accelerated to provide fully

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Chapter 2Institutional Training

INITIAL ENTRY TRAINING Upon mobilization, the training base

conducts initial entry training (IET). The aimof IET is to produce a combat-ready andMOS-qualified soldier as an individual filleror as part of a unit package.

IET will transition to MOB POI on M-dayor as soon thereafter as practical. Althoughapproved and validated before mobilization,programs will be modified, and the lessonslearned will be infused depending on theoperational requirements and the availableresources. All instructions will be based onthe tasks, conditions, and standards in therelevant MOS soldiers manual. Although thetraining will be accelerated, there will be nodeviation from the demand for highstandards of training.

Peacetime PreparationTo meet the training requirements and to

assist the training base in its mobilizationrole— USAR training divisions and separate

training brigades must sustain their profi-ciency in conducting MOB POI. They musttrain periodically at the installation wherethey will mobilize. Therefore, close and con-tinuous planning with those installations isnecessary. Affiliation with the appropriateTRADOC proponent school and Armytraining center (TC) during inactive dutyand annual training will assist in planningand in sustaining proficiency.

USAR schools must sustain their pro-ficiency for validated mobilizationmissions in accordance with CAPSTONEalignments in the TRADOC Mobilizationand Operations Planning System(T MOPS). Validated USAR schoolmissions are to reinforce USAR trainingdivisions, TRADOC service schools, andTCs.

The retiree recall program preassignsCONUS military retirees to CONUSmobilization stations against the mobiliza-tion tables of distribution and allowances(TDA) and the nondeploying modificationtable of organization and equipment

(MTOE) requirements. Installationmobilization planners must include thesepersonnel assets in their plans for expan-sion. Planners must also make maximumuse of these assets before consideringdeployable assets.TRADOC service schools. upon mobiliza-tion, must consider using qualified civilianinstructors, either as members of theirstaffs or under contract.

GuidelinesIn compliance with the provisions of cur-

rent public law, all new personnel mustreceive at least 12 weeks of military or equiva-lent training prior to deployment. Trainingwill be directed at proficiency in those tasksnecessary for combat readiness and sur-vivability on the battlefield. However, therewill still be a requirement to acclimatepersonnel and to impart instruction on recentlessons learned. Individual tasks resultingfrom the lessons learned will be added tosoldier training publications (STPs) by theservice schools. There will also be a require-ment for some collective training.

IET will be aligned as much as possiblewith the needs of the projected force. Theinput to the training base should be alignedwith the mobilization training base outputrequirement (MOB TBOR). This will meet theArmy’s time-phased requirement for trainedpersonnel to fill and sustain the force. TheMOB ARPRINT prescribes the input of stu-dents and trainees to training base coursesrequired to satisfy the MOB TBOR.

IET companies will start training as soonas they are filled. However, within a bat-talion, no attempt will be made to establish acommon start or graduation date. All one-station-unit-training (OSUT) companies canconduct separate basic and advancedindividual training (AIT) courses in desig-nated career management fields (CMFs).

Ongoing classes for which a mobilizationrequirement has not been established will beterminated. Students who have completedIET will be returned to their units or reportedas available for reassignment in accordance

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with the United States Army MilitaryPersonnel Center (MILPERCEN) guidance.Those who have not completed IET will bediverted to other training according toMILPERCEN guidance.

Although the primary mission of TRADOCis individual training, some individual train-ing, due to the work load, will have to be con-ducted when the soldier gets to his unit. Adecision to expand the training base IETcapacity by using units within the operatingforces in an institutional training role will bemade at HQDA. Detailed coordinationbetween all agencies involved is required—

To determme which courses will be con-ducted and how many personnel will betrained in each course.To identify the units which will do the train-ing, to determine how many will be trainedby each unit, and to establish whether thetraining will be conducted on a train-and-pass or a train-and-retain basis.To provide for training and supportresource requirements.To establish detailed procedures for man-aging recruits into the units and for track-ing their progress through training. Theseprocedures will include entering them intothe replacement stream or assigning themto another unit of the operating force.To establish technical assistanceresponsibilities between course proponents,training base elements which are conduct-ing the courses, and the tactical units whichwill conduct the training.

ExpansionMobilization plans for the training base

will be designed to provide a graduatedresponse to the successive levels of mobiliza-tion, but will allow for expansion to meet anymobilization requirement. The training baseexpansion for IET will occur in three phases: Phase I. The MOBARPRINT will direct the

expansion of the existing TRADOC TC.This will be done by expanding the currentoperating structure. USAR RECSTAs andtraining organizations will be mobilized,

expanding or establishing these activitiesat TRADOC installations.Phase II. The number of installations atwhich RECSTAs and TCs will be located isincreased by the addition of six FORSCOMinstallations: Forts Bragg, Campbell,Hood, Lewis, Oral, and Polk. USARRECSTAs and training organizations willbe assigned to these installations.Phase III. The number of installationswhich conduct recruit training will beincreased. Additional TCs and RECSTAswill be established in conjunction withFORSCOM deployment and unit activationschedules and as required resources becomeavailable.

Work LoadThe MOB ARPRINT will list all courses for

the training work load. Training inputs intothe current MOB ARPRINT will be based onthe number of personnel required to providethe force with qualified fillers and replace-ments for the first six months of full mobiliza-tion. MOB TBOR will provide the trainingrequirements for the first 90 days of mobiliza-tion. It provides training guidance for thetransition period between the peacetimeARPRINT and the MOB ARPRINT. Thesources of additional personnel are—

IET trainees and students in those MOSsrequired to fill out the force.Filled MOSs whose members can bereclassified into MOSs with shortages.NCO and officer training courses whichcover known and anticipated deficiencies.Military orientation training for thosecivilians who have skills needed by theArmy.Upon mobilization, the training load will

increase. Each military entrance processingstation (MEPS) will process and classifyrecruits. Based on MOB ARPRINT require-ments, recruits will be identified with a train-ing course and a RECSTA. Automatic dataprocessing (ADP) at each MEPS andRECSTA will be used to manage the increasein recruits. ADP will effectively allocate

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recruits to training centers and schools.Recruits will be assigned to courses accordingto service needs and their aptitudes and back-grounds. Those with skills of immediatevalue will be identified. In order to meetdeployment criteria, they will undergo theappropriate basic training (BT) and AIT.They will be assigned an MOS on par withtheir civilian skills. Responsibility for themanagement of accessions into BT, AIT, andOSUT will be transferred from MILPERCENto TRADOC.

As mobilization proceeds and the trainingsystem settles after the conversion to MOBPOI, hard data will become available onwhich to base the adjusted MOB ARPRINT.Training loads will then be adjusted to bestmeet operational requirements.

ConstraintsInitial training base capabilities will be dic-

tated by the on-hand structure, cadre, equip-ment, facilities, and locally available assets.Following M-day, total resource require-ments to expand the training base may not beavailable.

Resource

SHORTAGE

TRADOC service schools will include all ofthe training innovations, techniques, andresource conservation measures possible intheir respective MOB POI. So structured,MOB POI require the minimum essentiallevel of resources to train one course of agiven MOS or BT. The MOB POI thenbecomes a key document for the installationmobilization planner. The MOB POI servesas a resource document. The installation’sMOB ARPRINT load determines the numberof courses. Together they allow the installa-tion planner to build a picture of the totalresource requirements for conducting IET. Atthis point and with all other installationmissions in mind, the installation plannerwill apply training strategies to stretch theknown resources as far as possible.

Detailed strategies and planning assump-tions for expanding the training base are con-tained in the TMOPS. Key considerationsthat address how to overcome equipment andfacility shortages are described below. Whilethese considerations will be specificallyaimed at IET, they can apply to all trainingon an installation.

Strategy

SOLUTIONMake maximum use of training aids, devices, and simulators.

Use equipment pooling and collocation of temporary equipment pools athigh-density training sites

Equipment Use commercial substitute equipment.

Use obsolete equipment compatible with training portions or all currenttasks

Use double-shifting.

Make use of pooling to enhance scheduling flexibility.

Weapons Use facsimiles for all training not requiring functional weapons.

Use the Multiple Integrated Laser Engagement System (MILES).

Use double-shifttng of ranges, and make use of expedient range facilities.

Ranges Use hasty ranges in lieu of normal range facilities

Use multipurpose ranges Constructing a 25-meter Iine on applicableranges allows for zone firing with Immediate transition to follow-onInstruct Ion.

—Continued—

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Resource Strategy Continued

SHORTAGE SOLUTIONCease all nonessential firing demonstrations, that IS, firepowerdemonstrations.

Ammunition Establish tight controls covering ammunition turn-in procedures toensure that unused ammunition IS available for immediate reissue.

Use subcaliber ammunition, where feasible.

Use training aids and devices, that is, Rimfire adaptors, Weaponeer,MILES.

Lease and/or rent nontactical vehicles.

Vehicles Use the ten mile (one-way) walk or ride rule in computing vehicletransportation requirements. This distance may be reduced to five mileswhere lost training time becomes a degrading factor.

Establish mobile maintenance teams to perform on-site repairs.

Reduce driver training by 25 percent, and conduct training concurrentlywith other training activities

Use austere, temporary facilities, such as foam domes and hutments,until support facilities can be set up to mobilization requirements.

Reduce the minimum square feet per person authorized as prescribed bythe surgeon general. The planning square feet per person is 72 squarefeet for BT and hospital patients and 55 square feet for all other personnel.

Lease and/or rent civilian facilities.

Use spartan training facilities, including outdoor facilities, weatherpermittng.

Schedule training facilities to achieve maximum use. Schedule class-rooms or laboratories on a 24-hour multishift basis, as necessarySchedule outdoor facilities on a first-to-last Iight basis.

Make round-robin use of training sites.

Facilities

NONCOMMISSIONED OFFICER AND OFFICER TRAINING

The major requirement in NCO and officertraining will be to sustain the flow of fullytrained, deployable, noncommissioned andjunior commissioned officers to units. Uponmobilization, the NCO and officer portion ofthe institutional training base will berestructured.

Noncommissioned OfficersDuring mobilization most NCOs will be

needed in units for individual and collectivetraining; therefore, few NCOs will be released

for resident training. Those in deployed unitswill not return to CONUS for training.

NCO courses will concentrate on MOS-specific and leadership training. Forinstance, following IET, selected combatarms soldiers with NCO potential will attendthe Primary Leadership Development Course(PLDC) and the Basic NCO Course (BNCOC)for their MOS. Following AIT, but prior tobeing assigned to the unit, potential CS andCSS NCOs will attend the PLDC and, if avail-able, the appropriate primary or basic tech-nical course.

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Upon declaration of full mobilization,ARNG and USAR students attendingNoncommissioned Officer Education System(NCOES) courses in an active duty training(ADT) status will return to their units. Like-wise, AC students attending NCOES coursesthat are cancelled will report to their CONUSunits. Students on temporary duty (TDY) enroute to CONUS or OCONUS will bereassigned by MILPERCEN. Students onpermanent change of station (PCS) orderswill also be reassigned by MILPERCEN.

NCOES courses will be held at selectedNCO academies and service schools. Coursesat all other locations will be terminated at fullmobilization. However, each Army trainingcenter will operate a drill sergeants school.

Warrant OfficersThe expansion of warrant officer (WO)

training will be based on the force require-ments during mobilization. Emphasis uponmobilization will be placed on identifyingand procuring qualified soldiers for WOvacancies. WO training will be limited tothose entry level (limited MOSs andadvanced courses necessary to meet forcerequirements.

OfficersThe United States Military Academy

(USMA) and military colleges and institu-tions will graduate the senior class as soon aspossible and then reduce their programs tothree years. At nonmilitary colleges andinstitutions, Reserve Officers Training Corps(ROTC) programs will be suspended whenfull mobilization is called and mobilizationtasks are completed. ROTC cadets who havecompleted the ROTC advanced camp will becommissioned immediately upon receipt ofinstructions from HQDA and will attend theappropriate officer basic course (OBC).However, ROTC cadets who are undercontract and have completed basic camp orMS II training will be ordered to active dutyas enlisted reservists to attend an officercandidate school (OCS). All other contractstudents will be ordered to active dutyimmediately as enlisted reservists to attend

BT. If they complete BT and demonstrateofficer potential, they may be offered the OCSoption.

Upon full or total mobilization, State ArmyNational Guard military academies willaccelerate completion of the OCS classes insession. The assigned cadre will bereassigned to TRADOC and earmarked asOCS faculty. OCS graduates will attend anappropriate OBC.

Infantry, armor, field artillery, andengineers will establish branch-specific OCSprograms. Others may be added as required.However, branch-immaterial OCS programswill be established at Aberdeen ProvingGround, Fort Bliss, Fort Gordon, CampRobinson, and Fort McClellan with an inputof 200 per week beginning at M+5 weeks.These programs will supply second lieu-tenants to OBC programs being conducted atother branch schools.

Qualified individuals with or without priormilitary service will be procured by HQDA astemporary commissioned officers in theArmy of the United States (AUS). They willreport for immediate active duty to meetmobilization requirements for those person-nel who cannot be provided from the ReserveComponents.

Lieutenants. At fullponent school willaccelerated pace.

mobilization, each pro-continue OBC at an

Captains. Officer advance courses (OACs) insession will be terminated on M-day.Students will be reassigned byMILPERCEN. On order from HQDADCSOPS, the OAC cadre will prepare toresume courses using the MOB POI. How-ever, the Combined Arms and Service StaffSchool (CAS3) will terminate upon fullmobilization.Majors and Lieutenant Colonels. On fullmobilization, courses in session at FortLeavenworth will be terminated, andstudents will be reassigned by MILPERCEN.Cadre and instructors will prepare to imple-ment the Command and General Staff Col-lege (CGSC) MOB POI.

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Individual Ready ReservistsThe RC division refresher courses will also

be terminated. However, two one-weekmobilization refresher courses will be imple-mented for division and brigade commandersand for their principal staff officers andNCOs. One course will focus on tactics andthe other on logistics. The courses will beoriented to the collective training ofmobilizing staffs. These courses will be sup-plemented with individual refresher pro-grams, as required. Late deploying, new, orreconstituted division and brigade personnelwill be prime candidates for these courses.The course instructors will remain TRADOCassets to support the training base expan-sion. All other courses at the college will beconducted in accordance with AMOPS,Volume III, Chapter 12.

Lieutenant Colonels and Colonels. With theexception of branch resident phases, allresident and nonresident phases of thePrecommand Course (PCC) will beterminated. Those officers not in Phase II willproceed to their assigned unit or unit ofassignment as determined by DA. Thebranch resident phase will convert to anMOB POI and the PCCs will be conducted asrequired. Upon completing the course,officers will proceed to their assigned units.Colonels and Above. Upon full mobilization,the Arm y War College will convert to an MOBPOI. The National Defense University willcontinue training as determined by the JointChiefs of Staff (JCS). However, it may benecessary to withdraw selected students fromthese courses to meet the Army requirements.

SPECIAL TRAININGThe following people will require special

training at training centers and schools:Individual ready reservists.Individual mobilization augmenters(IMAs).Prior service personnel.Civilians with needed skills.Military retirees.Foreign students.

Those individuals who did not completeIET and who left the service under the traineedischarge program will be required toundergo IET. With a zero MOS skill level,these individuals will be treated as new acces-sions. However, if still unable to perform up topar, they will be discharged in accordancewith current regulations.

All other IRR members will be earmarkedin peacetime for specific units by a unitidentification code. The MobilizationPersonnel Processing System matches IRRresources with mobilization personnelrequirements. Upon mobilization, IRRmembers will report to designated mobiliza-tion stations. Unless reassigned by themobilization station commander against ahigher priority requirement, they will beassigned to a designated unit or organiza-tion. The type and amount of postmobiliza-tion training required will be the responsi-bility of the gaining unit or organizationcommander.

Individual Mobilization AugmentersThese soldiers are assigned to a specific

unit or agency in peacetime. IMAs performannual training with that organizationperforming those functions they will beexpected to assume upon. mobilization. Therewill be no school training requirement forthese individuals.

Prior Service PersonnelRefresher and, possibly, reclassification

training will be required for personnel withprior enlisted service. They will be quicklyrequalified or reclassified and sent to units asfillers.

Civilians With Needed SkillsSome CSS MOS codes and officer specialty

codes have similar, if not direct, civiliancounterparts, especially in mid- and high-technology areas. For instance, skills such asrailway transportation are not maintained inthe Active Components. However, those thatare, such as engineers, will be required in fargreater numbers. Mobilization planningmust ensure the speedy assimilation into theArmy of all civilians who have applicable

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and needed skills. This will be achieved in thefollowing ways: Proponents working with MILPERCEN

will identify those MOSs with a criticalmobilization shortage.

Proponents will identify civilian occupa-tions that require proficiency in the same orsimilar skills as those required by aparticular MOS as found in AR 611-201.Proponents should then conduct a jobanalysis to determine the common coreskills.

Programs of instruction will be used for theadditional training needed to attain skilllevel proficiency in an MOS. However, thecontent of the training will depend on thecivilian occupation. Training can be held ina classroom or be self-paced. For someoccupations, a proficiency test willestablish the starting point for training.

Recruits with needed civilian skills will beidentified at each MEPS and allocated to anappropriate RECSTA for basic training.Total mobilization will demand a greater

use of civilians having skills of value to theArmy for assignments within CONUS. Forindividuals such as computer specialists andtransportation and procurement personnel,the basic training content of military orienta-tion courses will be minimal.

Military RetireesRefresher training for military retirees will

fall into the following categories:

Functional refresher training for assign-ments that are not specialty skill identifier(SSI) specific or MOS specific and thatwould be open to a number of specialties.One example would be a mobilizationversion of the Army logistics ManagementCenter’s Director of Industrial Operations(DIO) course for officers with a DIOmobilization assignment.SSI and MOS refresher training for officersand NCOs assigned to positions that areeither technical in nature or require SSI andMOS refresher training. One examplewould be a CMF 11 refresher course for anNCO assigned to an Army TC committee ora training group.No refresher training for retirees in civilianoccupations having a direct application tomobilization assignments. One examplewould be a practicing civil engineerassigned to an installation Director ofFacility Engineers (DFE) position.

Foreign StudentsForeign students enrolled in courses on M-

day will be kept until graduation unlessattendance is terminated by their govern-ments, by the US government, or by attrition.Additional courses may be established atselected installations to train foreignstudents in accordance with interservice orsecurity assistance training agreements.Training foreign students will continueduring mobilization in accordance with con-tractual agreements and where it is in thenational interest.

TRAINING SUPPORTFOR THE INSTITUTIONAL TRAINING BASE

Training support for the training base will tive means of overcoming many of the timetake on a greater importance during and resource constraints. Mobilization plansmobilization because of the increased train- throughout the training base will identifying work load requirements, time constraints, and document the training support needed toand the projected initial shortage of resources meet the surge in training requirements.to do the training. Training support Where mobilization training materials canmaterials and services will be the key alterna- aid the peacetime training base, procurement

14


action will be taken. However, if peacetimebudget constraints make procurementimpossible, requisition details will be com-pleted and pre-positioned at installationTASCs.

MATERIALSAll courses for individuals in the training

base will take place in accordance with thecourse content, schedule, and training sup-port as stated in the MOB POI prepared priorto mobilization by proponent schools. MOBPOI will prepare graduates for immediatedeployment to the combat zone. There theymust be capable of surviving under combatconditions and of performing their assignedduties without additional training. In peace-time, gaining units conduct some individualtraining. The same occurs upon mobilizationdepending on the particular MOS.

Many installation TASCs with theirgraphic arts, photo, and television produc-tion capabilities, in concert with in-houseprinting plants, will produce lesson plans,lesson materials, graphic training devices,and video tapes for shipment where needed.The TASC training aids fabricationcapability will also be used to build manyitems such as subcaliber devices, targets,simulator games, map-reading aids, andmarksmanship aids.

Training devices and simulators will beused heavily. Thus, plans for making theirrepair parts and train-the-trainer packagesavailable should be made prior tomobilization.

Initial distribution of available assets willbegin upon determination of an effective date(M-day or other designated date), based onpreidentified requirements in the ADAMsystem in accordance with Annex J, Installa-tion Mobilization Plans. Training supportresource allocations will be adjusted byinstallations, based on new ARPRINT data.

SERVICESThe US Army Training Support Center

(USATSC), Fort Eustis, VA, has the primaryresponsibility for managing training support

services and material. Upon mobilization,USATSC will provide—

. . Training support assets of the AC tO theRC

through the TASCs. These assets are pre-planned in the TMOPS and the FORSCOMMobilization and Deployment System(FORMDEPS).Consolidated training support productionrequirements to the United States ArmyMateriel Command (AMC).Field liaison teams to assist commanders insolving training support problems createdby the simultaneous training of deployingforces and expanding the training base.

USATSC will also consolidate TASC devicerequirements for production and distribution.

At installation level, mobilization plannerswill identify training support materials andlocally produced training devices and mock-ups to the servicing TASC. The TASOs attraining centers, service schools, and FortsBragg, Campbell, Hood, Lewis, Oral, and Polkwill—

Produce training support material locallywhere production is possible but cannot beresourced.Plan for the production of locally produceddevices and mock-ups by having plans andspecifications on file.Ensure that needed Class IX items will beavailable.Identify, in accordance with Annex J,Installation Mobilization Plans, allmobilization training support material thatis beyond local production capability.For full and total mobilization, outside con-

tractors will be used for as many of the fol-lowing tasks as possible:

Detailed preparation of all trainingliterature.Instruction in those military tasks andskills with civilian counterparts, especiallyin high technology, low-density MOSs.Development and management of devices,simulations, and simulators.

15


Management of an ADP capability to sup-port the training base in its expandedmobilization responsibilities.Conduct new equipment and new organiza-tion training.Lessons learned from the combat theater of

operations will play an important part in thetraining base’s ability to keep individual andcollective training abreast of current tech-niques and operations. To accomplish this,

the flow of information back to CONUS mustbe timely. The information will be gatheredin-theater by teams (normally one per corps)of a military historical detachment (MHD).The MHD will collate, analyze, and preparelessons learned to be forwarded through thetheater chain of command. In conjunctionwith immediate use in-theater, the lessonslearned will be sent back to CONUS fordistribution to the integrating centers,service schools, and units in training.

16

CHAPTER 3

Unit Training

Filler personnel and unit packages should have been trained to acceptablelevels of proficiency in the institution. Initially, however, some transitiontraining in the unit should be expected. Factors such as changes in mission;new or different equipment; organizational and doctrinal changes; new orchanged techniques, tactics, and procedures relayed from the battlefield willimpact on the training held in units. Through sustainment trainingprograms, unit training must embed those skills learned into effectivecollective task performance.

Premobilization training sustains high combat readiness in mission-essential individual and collective tasks. Both AC and RC units mustconcentrate on mission-essential soldiers manuals, military qualificationstandards (MQS) manuals, and ARTEP tasks. RC units may not reach thesame standards in all tasks as would their active counterparts because ofthe limited training time, equipment shortages, and facility constraints.The Army CAPSTONE Program (AR 11-30) seeks to take advantage of ACand RC associations based on wartime missions to enhance RC training.

UNIT TRAINING PROGRAMS

ARMY TRAINING AND EVALUATIONPROGRAM

The ARTEP is the foundation of unit train-ing. It gives each service school commandantoverall training strategy to achieve combatreadiness in accordance with establisheddoctrine for the unit. The ARTEP is theumbrella program, with the ARTEP missiontraining plans (MTPs) and drills forming theactual training documents used by the unitfor collective training.

The ARTEP Mission Training PlanARTEP MTPs are developed for each

echelon of a unit (battalion, company,platoon). The MTPs describe how to train andwhat to train. The MTPs are flexible, unit-modifiable training plans for typical unitmissions and training requirements. Theseplans call for situational training exercises(STXs). STXs are short, flexible exercisesdesigned to train a single task or a group ofclosely related tasks. Each plan is capped bya field training exercise (FTX). During therealistic, simulated combat conditions of anFTX, the unit executes the tasks for which ithas trained. It is evaluated on its ability to

execute them. The STXs and FTXs can beexecuted with a minimum of modification tofit unit requirements. MTPs also include—

Matrixes which show the relationship ofFTXs, STXs, drills, leader tasks, andindividual soldiers manual tasks. Matrixesfacilitate planning training in detail.Integrated leader training for each unittask.Detailed training and evaluation outlines(T&EOs). “

DrillsDrills are standardized techniques or proce-

dures. Each specifies the method by which itis to be trained. Drills serve as links betweenindividual and collective proficiency. Theyare intended for small units (squad, section,platoon) and establish as doctrine themanner of executing a collective task. Drillsare published as training circulars and arereferenced in MTPs. In the detailed T&EOs, adrill for a particular task is the standard.

17

Chapter 3Unit Training

The ARTEP Unit TestThe unit test is a part of the MTP. It is a per-

formance-oriented test using the detailedT&EOs of the MTPs and drills asperformance standards. It provides the chainof command with a means of determining aunit’s level of training readiness based on ademonstrated ability to meet the standards.

CAPSTONEThe Army CAPSTONE Program

establishes an AC and RC organizationalstructure for developing peacetime planningand training associations. These associa-tions enable units to plan and, where feasible,to train in peacetime with the organizationthey will be aligned with in wartime. TheArmy CAPSTONE Program further providesfor improving— Mobilization and wartime planning, mis-

sion capability, and deployability. Wartime mission-oriented training.

The management of the total Army byfocusing actions taken under otherprograms on wartime mission accomplish-ments. These other programs includemutual support (AR 11-22), overseas deploy-ment training (AR 350-9), and joint exercise.

The readiness of the total Army through thealignment of AC and RC units to meet totalArmy wartime requirements and the needsof the CONUS sustaining base, in harmonywith the TAA.CAPSTONE does not establish require-

ments; rather, it displays alignments whichare established by the existing force develop-ment process. The organizational alignmentsallow commanders to enter into cohesiveplanning and training associations withtheir designated wartime command. Theseassociations permit thorough and continuousmobilization planning and preparation tofacilitate rapid wartime deployment andemployment.

TRAINING FOR EXISTING UNITSExisting units are AC and RC units in the

current force structure which are mannedand equipped (Components 1, 2, and 3). Theseunits must continue to concentrate onsustainment training throughout the transi-tion from peacetime to wartime. However,transition training in some units will also berequired prior to deployment.

SUSTAINMENTThe tasks, conditions, and standards listed

in the relevant ARTEPs and soldiersmanuals remain the basis for all training.The primary mode of training will be multi-echelon training. Time and resource con-straints will limit the amount of time spent onFTXs and the availability of dedicatedopposing forces. All training will use thetraining support materials available.

As a goal to ensure quality control, deploy-ment overseas of all but early deploying unitsshould be subject to satisfactory performanceduring a unit test. Proficiency must be sus-

tained while awaiting deployment and uponarrival overseas. Training programs willconcentrate on acclimation, battle indoc-trination, and the infusion of applicablelessons learned. This should occur duringtheater-sponsored battle indoctrinationtraining.

Deployed units must continue to sustainproficiency, even when actively involved in atheater of operations. Weaknesses not previ-ously known will be revealed in combat, andremedial action will be required. Addi-tionally, units may have to train for futureoperations requiring mission unique, un-trained tasks.

TRANSITIONMobilization plans may require a number

of RC units, and possibly some AC and RCindividuals designated as fillers, to drawequipment for which they have received littleor no prior training. Service schools, inconsultation with installation commanders,will continually review mobilization plans

18


for their type units to establish the need forsuch transition training. For individuals, anexportable package reinforced by supervisedon-the-job training might be appropriate. AnITP should be established based on the statusof soldiers manual skills at mobilization. TheArmy individual training evaluationprogram (ITEP) results can be used to focuson this effort. This program should defineindividual training and small unit trainingrequirements for RCs during the period ofmobilization at home station per Phase III,FORMDEPS, Volume II, Part I. For units, itmay be necessary for the training base toprovide a mobile training team to conduct acondensed but intensive course.

As the war continues and new equipment,doctrine, and organizations are introduced,there will be a continuing need for transitiontraining. New equipment and new organiza-tion training teams will provide much of thenecessary predeployment training for units.But in some circumstances, individual andcollective training may be best done in thetraining base. The base may also need totrain unit cadre. Transition training require-ments will be determined as overall Armymodernization plans are developed.

DEPLOYMENTThe period between mobilization and

deployment may be minimal. Therefore,intensive training must occur in the pre-deployment period. It must concentrate oncorrecting training shortfalls or deficienciesexisting in the unit.

Early Deploying UnitsThese are units deploying with a latest

arrival date (LAD) earlier than 30 days. Theywill comprise both AC and RC units, many ofthe latter being CS and CSS units. In the pre-mobilization period, their training programmust sustain their proficiency in mission-essential tasks. These are selected by the com-mander, based on higher level directives,specific missions provided by wartime gain-ing commanders, or contingency plans.

In most cases, equipment ship dates willprecede personnel dates. Unit commanders

must plan on conducting as much equipment-intensive training as possible immediatelyupon arrival at the mobilization station. Non-essential administrative processing, non-equipment intensive training, and trainingthat can be conducted within mobilizationstation resources should be deferred untilafter the equipment ship date. Unit com-manders must consider this in developingtheir postmobilization training plan.

Units may be required to assimilate fillerswho need one or more of the following:

Refresher training.Cross-training.Transition training.

Instruction on unit standing operatingprocedures and other techniques peculiar tothe unit.When mobilization fillers have been identi-

fied to units, commanders should map out anITP that relates to the soldiers’ mobilizationduties. Mobilization assistance teams fromthe readiness groups and mobile trainingteams from TRADOC service schools canassist by conducting intensive, short-dura-tion courses. Supervised on-the-job trainingis another technique. Any special trainingsupport requirements should be identified,communicated, and updated to the mobiliza-tion installation.

Deploying unit commanders must take intoconsideration the training time available enroute to the theater of operations. The type ofmovement, air or sea, will constrain the typeand amount of training that may be carriedout. However, plans should provideindividual refresher and command and stafftraining en route to war.

Late Deploying UnitsThese are units deploying with a LAD of 30

days or more. In the period before deploy-ment, the goals should be to attain and to sus-tain proficiency in wartime missions.

Late deploying units may suffer an initialreduction in unit strengths and trainer levels.

19


If this occurs, installation commanders havethe following options:

Limit the scope of multiechelon training inunits to maintain proficiency in core skillssuch as those skills most often used toexecute essential missions.Where there is a shortage of junior leaders,concentrate on developing potential NCOs.Redistribute subelements of units and trainon tasks to standards with full-up teams,crews, and squads. For example, on train-ing exercises an eight gun artillery batterymight be restricted to six guns with theother two simulated.Maintain the unit in a skeletal form withemphasis on proficiency in command andcontrol procedures using command post orsimilar exercises.

As fillers become available, they must beintegrated into the unit, although the need fortraining in high density, combat arms MOSswill diminish as graduates of courses usingMOB POI reach the units. For some MOSs,

TRAINING FOR NEWLY

particularly those involving high technologyor low soldier densities, there may be a need toconduct training in the unit.

The main source of fillers will be graduatesof courses in the training base. Others willarise from a turnover of staff in the trainingbase, the CONUS base, and from previouslyineligible individuals such as those recoveredfrom illnesses or combat wounds. Some ofthese individuals may require refresher ortransition training. For example, an indi-vidual who has been trained on the Ml tankmight join a unit with the M48A5 or M60A3.Where numbers are significant, a serviceschool mobile team might provide the neces-sary training, or alternatively, a unit cadremight be trained at the school.

Late deploying units will also have thebenefit of lessons learned in the theater ofoperations. These lessons must be incor-porated into training.

Late deploying unit commanders mustaddress the same planning considerationsfor en route and in-theater training as doearly deploying unit commanders.

For full mobilization, Component 4 unitswill be activated. For total mobilization,Component 6 units will be activated. Theplanning considerations for manning,equipping, and training both types of newlyorganized units are essentially the same.

ASSUMPTIONSThe following outlines some considerations

necessary to train personnel in newlyorganized units:

Filler personnel will be trained to mobiliza-tion Skill Level 1 qualifications in the train-ing base.

Cadres will be trained to acceptable levels ofproficiency prior to activation of units.Cadre refresher training in both technicalproficiency and leadership will be incor-porated into unit training programs.

ORGANIZED UNITS

The goal for personnel fill will be 100percent. Commanders will begin trainingwhen unit fill reaches C-3.Nuclear capable units will be qualified toperform their nuclear mission prior todeployment. This qualification will beaccomplished in accordance with estab-lished DOD or service system qualificationsfor the type unit being activated.

MACOM RESPONSIBILITIESMACOM responsibilities for newly

organized units are as follows: FORSCOM activates and organizes units,

as directed by DA, and plans for their com-mitment to perform wartime missions.FORSCOM obtains and manages resourcesto support the units. It performs assigned

20


missions to train units in conjunction withother MACOMs.TRADOC provides trained indlvlduals andunit packages to the newly organized units.It provides training support materials andservices.AMC requisitions, funds, assembles, andships all Class VII and Class IX items tounits.

CONSIDERATIONSThe following considerations will form the

basis for training newly organized units:Unit training programs will be built onexisting training programs; for example,ARTEPs, drills, MTPs, STPs ITEPs, andMQSs.As a minimum, the training week will be sixten-hour days. Additional and/or remedialtraining will be conducted based on unitperformance, advancement, and cohesionto meet the projected deployment dates.Internal ARTEP evaluation of units will becontinuous with remedial and/or correctivetraining scheduled to correct deficienciesthroughout the training period.Multiechelon training (from individualthrough battalion) will start as early aspossible in the training schedule.Unit training must incorporate maximumuse of training aids, devices, simulators,and simulations.Collective training for newly organized

units will focus on battalion or separate com-pany and below. Training for team and/orcrew, section, squad, and platoon will bebased on the appropriate drill(s) in theARTEP MTP. For planning purposes, train-ing is categorized into training drills todescribe team and/or crew through platoonand into unit-proficiency training to describecompany, battalion, and combined armstraining. While the activation and initialtraining of newly organized units may beginwith training drills, it must progress intomultiechelon training as rapidly as possible.Several factors will allow this rapid progres-sion to multiechelon training. The first is the

production of unit packages in the institu-tional training base. The arrival of theseunits will allow commanders to bypass thoselow-level collective tasks which the unitpackages are proficient in and move to higherlevel collective tasks and multiechelon train-ing. As units increase in collective profi-ciency, the training pace will quicken allow-ing an early entry into multiechelon training.The key goal will remain unit combat readi-ness based on a demonstrated ability to meetthe standards of the table of organization andequipment (TOE) missions and ARTEPtasks. The assistance of the training base willalso be required for the training of battalionand higher level staffs in the application ofcurrent tactical doctrine. At the appropriatetime, battalion and higher level staffs willintegrate with their units in field, combinedarms, and live-fire exercises.

The creation of new units after mobiliza-tion will be significantly affected by theavailability of unit cadre. Immediate sourcesof designated cadre should include personnelin less critical jobs. These include— Peacetime TDA positions. Officer and NCO students in both military

and civilian schools. Prior service volunteers who have attained

an officer or NCO grade.

Later sources of designated cadre shouldinclude combat returnees, hospital dis-chargers, soldiers rotating from the trainingbase, and graduates of courses in the trainingbase.

The formation of a newly organized unit isalso dependent on the availability of those CSand CSS MOSs that have long productiontimes. It might be possible to produce somecritical long lead time MOSs in the requirednumbers by an emphasis on the quickadaptation of civilian skills by rapid induc-tion and training of civilians. Notwith-standing these options, some divisions mayhave to be fielded with a degraded capabilitybecause soldiers possessing the requiredskills just cannot be trained in the availabletime. Equipment shortfalls will have a

21


similar effect. While it may be anticipatedthat Component 6 units will progressivelyhave less combat capability than earlierdeploying units, the intent is to deployComponent 6 units at the same or greatercapability.

Newly constituted units can anticipateoverseas deployment following the successfulcompletion of unit training based on the rele-vant ARTEP tasks as demonstrated in theappropriate unit tests. Although time is aprime constraint, the quality of training isalso important. It must be tough, demanding,and intensive. Commanders will establishtraining objectives designed to achieve maxi-mum levels of proficiency prior to deploy-ment. In an emergency, it is possible thatcircumstances might require the overseasdeployment of major units before they com-plete all of their training program. These

units would complete necessary training aspart of en route and/orin-theater acclimationand battle indoctrination training.

Unit activation, formulation, and trainingflow diagrams (see Appendixes A and B) givethe sequence of events, event relationships,and decision points for preparing newlyorganized units for deployment to a theater ofoperations.

Beyond full mobilization, planning pro-vides that the National Training Center atFort Irwin will be used for organizing,activating, and training heavy divisions(Component 6) in support of total mobiliza-tion. Upon deployment, support units may beessential to meet deployment requirements.Thus, mobilization plans must retain theNational Training Center’s training role.

TRAINING FOR IN-THEATER UNITSDeployed units must continue to sustain

proficiency, even when actively involved in atheater of operations. Responsibility for theplanning and conduct of in-theater trainingwill lie with the theater commander. Thisresponsibility will involve providing forrefrcsher, reconstitution, sustainment, andtransition training as required and as thetactical situation permits. However, someindividual training may be incorporated intothe TARS.

If the war continues beyond D+180, an in-theater training center will become essentialto assist units in accomplishing requiredtraining. The theater training center wouldreceive individual and unit package combatreplacements and equipment for training.

The training focus would be to train-up crewsand units on critical weapon systems rapidly.The training center would have thecapability to forward crew and unit packages(team, section, squad, and platoon) withequipment to divisions for assistance inreconstitution. The divisions would incor-porate these trained packages into theirreconstitution training programs, speedingthe process of regaining combat readiness.When a combat unit or remnant returns fromthe front lines, regeneration by refreshertraining programs will be implemented toupgrade it. Finally, the training center wouldbe the focal point for transition training. Itwould assist theater Army units throughoutthe period of in-theater operations.

TRAINING FOR HEAVY DIVISIONSThe individual training of CS and CSS receive not only individual training in the

soldiers will remain the training base training base, but also unit training. Forresponsibility, as may some aspects of their example, air defense units and militarycollective training. Technological levels, intelligence units might better be trained bysystems complexity, and training support service schools. Their arrival in the divisionavailability may require certain units to should be timed to enable their participation

22


in the combined arms phase of unit training. schools and training centers must base theirAll divisional CS and CSS proponents must mobilization plans on assuming thisexamine the practicality of their units being responsibility. Therefore, unit training con-able to undergo training programs under ducted in the division must still be supporteddivisional control. If not practicable, service by the proponent service school.

TRAINING SUPPORT FOR UNIT TRAININGRequired training support materials

should be developed, packaged, and dis-tributed, thereby permitting their immediateissue to mobilizing units. All pre-positionedpackages will be tailored to meet specific unitand training base requirements based onapproved mobilization plans. Master copiesof reproducible products will be kept at TASC.They will be updated, reproduced, and issuedto meet mobilization requirements. Therequired training support services must beidentified in mobilization plans to includepeacetime services that will change towartime functions, as well as wartime func-tions that have no peacetime counterpart andmust be created.

MATERIALSSoldiers Manuals

The tasks, conditions, and standards in thecommon and MOS-specific soldiers manualswill continue to be used in units.

Job BooksThese will be an integral part of mobiliza-

tion training management so that trainersand leaders can track individual proficiencyand identify the skills that have not beenmastered.

Individual Training and EvaluationPrograms

These will continue to be used to measuresoldier proficiency on critical MOS and com-mon tasks. The skill qualification test (SQT)and common task test (CTT) will be discon-tinued except where the SQT is part of thecertification process to ensure proficiency ina designated critical MOS. The commander’sevaluation using soldiers manuals will con-tinue to be used.

ARTEPsThe tasks, conditions, and standards in

ARTEPs will remain the foundation of collec-tive training.

Training PackagesThe content of these packages will be based

on a proponent service school’s or center’sknowledge of their type units’ mobilizationrequirements. They will include MOB POI,relevant STPs, ARTEPs, Army trainingprograms (ATPs), and other publications.Training packages will be required uponmobilization for— Refresher training. Reclassification training. Cross-training. Transition training.

Trainers Guides Train-up training.Future trainers guides will identify specific

individual tasks associated with a given duty Military indoctrination.position. Commanders should use this Theater of operations orientation.information to schedule only applicable tasksfor training. Additionally, efficient cross- Prior to mobilization, newly organized unittraining and train-up training can be con- straining packages should be planned for eachducted by scheduling only those tasks which type unit and contain the following:the individual has not mastered that are part MOB POI where individual training willof the cross-train and train-up duty position. take place in the unit.

23


ARTEP, MTP, and ARTEP unit test (ATP ifARTEP is not available) for the particularunit.

POI for cadre training. NCO academy POI for the PLDC and the

BNCOC.Training packages for those involved inbase operations.

These packages should also contain theassociated STPs and other publicationsrequired for training such as technicalmanuals and training circulars.

Devices and SimulatorsDevices and simulators represent an alter-

nate means of training individuals and crewsto the required levels of proficiency. They arealso more resource efficient. Accurate inven-tories that cite quantities and locations and amobilization distribution plan are necessarybecause equipment shortages are likely.

SERVICESMobile Training Teams

Proponent schools will continue to providethese teams on an as-required basis. Ademand for mobile training teams to conductretraining and transition training will occurjust after mobilization. They will also be usedto monitor the standardization of training.

Mobilization Assistance TeamsThese teams are constituted from the peace-

time resources of the CONUSA readinessgroups and maneuver training commands.They will be attached to each mobilizationstation. They will assist units in collectivetraining and evaluation of section, platoon,company, or battalion ARTEP tasks andmissions.

New Equipment and New OrganizationTraining Teams

These teams willtion in a fashionpremobilization.

24

function upon mobiliza-similar to that during

Integration and Standardization TrainingTeams

These teams can be used by integratingcenters and proponent schools to obtain feed-back from field units regarding their areas ofresponsibility. However, mobilization man-power shortages may restrict their use andthe training base may be more dependent onreports—especially lessons learned—through the normal chain of command.

ContractorsContractors will conduct new equipment

training.

RESOURCESTraining Land and Ranges

The guidelines in TC 25-1 and TC 25-2describe the planning for training land andranges. A large number of newly activatedinstallations such as semiactive, state-owned, and new acquisitions will be neces-sary to support total mobilization. Thus, itmay not be possible to provide all areas withthe training land and ranges that ideally areneeded. Those new ranges that are con-structed should be multipurpose and adapt-able for at least low-level collective training.Maximum use should also be made of exist-ing ranges and training areas. Low-costupgrading or adaptation of ranges andtraining areas may be necessary to maximizetraining options.

AmmunitionAlthough TC 25-3 gives valid guidance

regarding the quantities of ammunitionrequired to attain individual proficiency withparticular weapons, these figures will requirea reduction upon total mobilization. Sug-gested figures will be included as part of theMOB POI. The maximum use of subcaliberand training unique ammunition will also bemade. Basic marksmanship and crew-servedweapons engagement techniques should usesubcaliber ammunition when possible.Service ammunition should be reserved forlater combat proficiency training.

APPENDIX A

Formation and Training Flow for a Typical Component

I

25

Fold this out for Appendix A, page 25APPENDIX B

Formation and Training Flow for Type-Immaterial Component 6 Division

APPENDIX B

Formation and Training Flow for Type- immaterial6 Division

Component

27

APPENDIX C

Mobilization Unit Production Times

CONCEPTThe postmobilization training concept is to

use an intensified, accelerated program toproduce TOE units in the shortest possibletime. A training concept for divisional andnondivisional units to be activated duringfull mobilization will have been prepared.This concept identifies the mode and level oftraining, training guidelines, and timeallotted for activating, organizing, training,and preparing for overseas deployment.Because of the intensified nature of post-mobilization training, unit training pro-grams must follow a multiechelon concept.Unit training within each echelon progressesas rapidly as tasks are done.

COMPUTATIONThe computation of production times is

necessary to determine the need for addi-tional facilities following the station loads of

total mobilization. TOE unit productiontimes are essential for time-phasing the use ofcurrently available facilities. These produc-tion times assume that training will beconducted at a minimum of six days per week,ten hours per day.

Two weeks is the most frequent timeprojected for activation and organizationwith an additional week for preparation foroverseas movement (POM) of battalion-sizecombat and CS type units. See the followingchart for projected unit production times inweeks of training for different types of units.Unit training has been subdivided intotraining drills and unit proficiency training.The training drills consist of team, section,squad, and platoon training. The unitproficiency training consists of company,battalion and combined arms training, andFTXs.

Weeks Required For Intensive Training (Projected)

TYPE UNIT

INFANTRY BNINFANTRY BN (MECH)

ARMOR BN

CAVALRY SQDNARTILLERY BTRYRANGER BNADA BN

DIVISIONGROUP HHCBRIGADE

ENGINEER BN(HVY) (CBT)

ENGINEER BN (CBT)ENGINEER DETENGINEER CO (TADM)

SIGNAL UNITS

ACTIVITY/ORGANIZATION

2

1

2

11

2

TRAININGDRILLS

6

4

8

42

6

UNITPROFICIENCY

TRAINING

4

4

4

00

4

PREPARATIONFOR OVERSEAS

MOVEMENT

2

1

2

11

2

REMARKS

Add two weeks for gunnerytraining in M2 units.

Add two weeks for gunnerytraining in armor units.

Nuclear training for artilleryunits will be accomplishedconcurrently with the unittraining. Nuclear qualificationwill be accomplished prior todeployment in accordancewith established DOD orservice system qualificationsfor the type unit being activited.

Drill training is concurrent withbattalion training. UPT isnecessary for FTXs and CPXs.

UPT is in conjunction withFTXs. Training drills are atindividual and team levels.

UPT for these units is in CPXsand FTXs with appropriatetype HHC elements.

continued28

Appendix CMobilization Unit Production Times

Weeks Required For Intensive Training (Projected) Continued

TYPE UNIT

MEDICAL UNITSCSH/EVAC HSPMEDICAL DET/TMMEDICAL CO, HHD

MILITARY POLICE COAVIATION CO (SPT)AVIATION BN (CBT)

ATTACK HEL COASSAULT SPT CO

ORDNANCE CO(AMMO)

QUARTERMASTER CO(PETRL)

AG PSC

CSS UNITSMAINT UNITS

Ml CO (CEWI)

TRANS CO (TRK)

TRANS CO(TML TRF)

TRANS DET (MOVCON)

ACTIVITY/ORGANIZATION

111

122

2

2

1

2

2

2

1

TRAININGDRILLS

622

246

6

2

2

4

6

4

3

UNITPROFICIENCY

TRAINING

2

2

244

4

2

1

4

4

2

1

PREPARATIONFOR OVERSEAS

MOVEMENT

111

122

2

2

1

2

2

2

1

REMARKS

Add two weeks forgunnery training.

The four weeks are for supportof the div, gp, bale, CPX, andFTX periods. UPT for theseunits is in the CPX and FTXmode with appropriate typeHHC elements.

UPT for these units is in theCPX and FTX mode withappropriate type HHCelements

UPT for these units is inthe CPX and FTX mode withappropriate type supportedelements.

Convoy training is part ofthe training drill UPT.

29

ACADAADAM

ADP

ADTAGAIT

AMC

ammoAMOPS

ARARNGARPERCEN

ARPRINT

ARTEP

ASATPAUS

bdebnBNCOC

BTbtry

Glossary

ACRONYMS AND ABBREVIATIONS

A

Active Componentair defense artilleryArmywide devices auto-mated managementautomatic dataprocessingactive duty trainingadjutant generaladvanced individualtrainingUnited States ArmyMateriel CommandammunitionArmy Mobilization andOperations PlanningSystemArmy regulationArmy National GuardArmy Reserve PersonnelCenterArmy program forindividual trainingArmy training andevaluation programactive serviceArmy training programArmy of the UnitedStates

B

brigadebattalionbasic noncommissionedofficer coursebasic trainingbattery

CACAS3

cbtcdrCEWI

CFXCGSC

civCMFcocon CONUS

CONUSA

CPXCRCCSCSHCSSCTT

DADCSOPS

DCSPER

detDFE

DIO

C

combat armsCombined Arms andService Staff Schoolcombatcommandercombat electronic warfareintelligencecommand field exerciseUnited States ArmyCommand and GeneralStaff Collegeciviliancareer management fieldcompanycontrolcontinental UnitedStatescontinental UnitedStates Armycommand post exerciseCONUS reporting centercombat supportcombat support hospitalcombat service supportcommon task test

D

Department of the ArmyDeputy Chief of Stafffor Operations and PlansDeputy Chief of Stafffor PersonneldetachmentDirector of FacilityEngineersDirector of IndustrialOperations

30

Glossary

divDODDDU

divisionDepartment of Defensedirect deploying unit

evac

E

evacuation

F

FCX fire coordination exerciseFM field manual

gp

helHHC

HHD

hospHQhvy

ICTP

FORMDEPS FORSCOM Mobilizationand Deployment System

FORSCOM United States ArmyForces Command

FTX field training exercise

G

group

H

helicopterheadquarters andheadquarters companyheadquarters andheadquarters detachmenthospitalheadquartersheavy

I

individual and collectivetraining plan

IETIMA

indivINGIRRITEP

ITP

JSC

KS

LADLFX

MACOMM-daymaintMAPEXmechMEPS

MHD

MI

initial entry trainingindividual mobilizationaugmenteeindividualinactive National Guardindividual ready reserveindividual trainingevaluation programindividual training plan

J

Joint Chiefs of Staff

K

Kansas

L

latest arrival datelive-fire exercise

M

major Army commandmobilization daymaintenancemap exercisemechanizedmilitary entranceprocessing stationmilitary historicaldetachmentmilitary intelligence

31

Glossary

MILES

MILPERCEN

MOBMOS

movMQS

MTBSP

MTOE

MTP

NCO

NCOES

OACOBCOCONUS

OCSoffopOSUT

PCCPCS

petrl

32

Multiple Integrated LaserEngagement SystemUnited States ArmyMilitary Personnel Centermobilizationmilitary occupationalspecialtymovementmilitary qualificationstandardsmobilization troop basestationing planmodification table oforganization andequipmentmission training plan

N

noncommissioned officer

Noncommissioned OfficerEducation System

O

officer advance courseofficer basic courseoutside continentalUnited Statesofficer candidate schoolofficeroperationone-station-unit-training

P

precommand coursepermanent change ofstationpetroleum

pkgPLDC

pltPODPOEPO IPOM

PSC

RCRECSTAROTC

SMSptsqdnSQTSSISTP

STX

TAATADM

T&EO

TARS

packageprimary leadershipdevelopment courseplatoonport of debarkationport of embarkationprogram(s) of instructionpreparation for overseasmovementpersonnel service company

R

Reserve Componentreception stationReserve Officers TrainingCorps

S

soldiers manualsupportsquadronskill qualification testspecialty skill identifiersoldier trainingpublicationsituational trainingexercise

T

total Army analysistactical atomic demolitionmunitiontraining and evaluationoutlinetheater army replacementsystem

Glossary

TASC

TASO

TBOR

TC

TDTDA

TDYTECTEWT

TGtmtmlTMOPS

tngTOE

TRADOC

training and audiovisualsupport centertraining and audiovisualsupport officertraining base outputrequirementtraining centertraining circulartraining drilltables of distributionand allowancetemporary dutyTraining Extension Coursetactical exercise withouttroopstrainers guideteamterminalTRADOC Mobilizationand Operations PlanningSystemtrainingtable(s) of organizationand equipmentUnited States ArmyTraining and DoctrineCommand

transtrftrk

UPTUSAR

USAREUR

USATSC

USMA

VAvol

WOwpn

transportationtransfertruck

U

unit proficiency trainingUnited States ArmyReserveUnited States Army,EuropeUnited States ArmyTraining Support CenterUnited States MilitaryAcademy

V

Virginiavolume

W

warrant officerweapon

Definitions

collective training Training to prepare cohesive teams and units to accomplish the mis-sion of their combined arms and services on the integrated battlefield.

commander’s Commanders and the chain of command select common and MOS-evaluation specific tasks which support the unit mission and evaluate the perfor-

mance of soldiers using evaluation guides in soldiers manuals.Evaluation may be done in conjunction with individual and collectivetraining (before, during, and after) or it may be done to sample train-ing status.

A field training exercise with reduced troop and vehicle density, butwith full command and control and CSS elements. It involves thecommander, staff, communications within and between headquarters,and key elements of participating units.

33

command fieldexercise

Glossary

common task test

crew drill

critical task

cross-training

direct deployingunits

field trainingexercise

fire coordinationexercise

individualtrainingevaluationprogram

institutionaltraining

integrationtraining

A hands-on test used to evaluate proficiency on critical common tasksspecified in the Soldier’s Manual of Common Task. Alternate writtentests are provided if equipment required for hands-on testing is notavailable.

This relates to the operation of a piece of TOE equipment by more thanone soldier, especially the operation of a crew-served weapon. Crewdrills are practiced until a high level of proficiency and speed isachieved.

A task which is essential for accomplishment of the unit mission, suc-cessful individual skill performance, and/or survival in battle. Itrequires training and evaluation.

The systematic training of the soldier on tasks related to another jobwithin the same MOS or tasks related to a secondary MOS within thesame skill level.

RC units that deploy directly from home station to an overseas theaterof operations.

An exercise conducted in the field under simulated combat conditions.

A scaled down live-fire exercise wherein entire command and con-trol systems are fielded with nominal weapon systems.

The program provides the diagnostic tools needed to evaluate soldierproficiency in performing soldiers manual tasks. The ITEP isadministered in accordance with AR 350-37. It includes SQT, CTT, andcommander’s evaluation.

Training conducted in schools (Army service school, USAR school,NCO academy) or Army training centers. Institutions which conductthis training are part of the training base.

The completion of IET in Skill Level 1 tasks for an individual newlyarrived in a unit, but limited specifically to tasks associated with themission, organization, and equipment of the unit to which the individ-ual is assigned. It may be conducted by the unit using trainingmaterials supplied by TRADOC, by troop schools, or by in-service orcontract mobile training teams. In all cases, this training is supportedby the TRADOC school proponent.

34

Glossary

live-fire exercise

M-day

merger training

militaryqualificationstandards

mobilizationprograms ofinstruction

multiechelontraining

reclassificationtraining

simulation

simulators

soldiers manual

An exercise designed to allow a team and/or unit to engage targetswith its organic weapons and support.

The day the Secretary of Defense directs a mobilization (partial, full,or total) based on the decision by the President, or Congress, or both.All mobilization planning (for example, alert, movement, transporta-tion, and deployment or employment) is based on this date. (AMOPS,Volume I, Annex B.)

Training that prepares an NCO to supervise one or more differentMOSS at lower skill levels when the soldier advances in skill level inhis career management field.

The framework of the officer education and training program whichprovides officer candidates, cadets, lieutenants, and captains withcareer development goals in the attainment of military skills andprofessional military knowledge.

That portion of a program of instruction that establishes the contentand training support requirements for individual training duringMOB POI document describes peacetime and mobilization require-ments, with the major difference being integration training in theunit environment.

A technique whereby training is simultaneously accomplished atmore than one echelon. The tasks trained are individual, collective, orboth, and are not necessarily related. For example, soldiers mayreceive individual training on soldiers manual tasks from NCOs at thesquad, crew, or team level, while other NCOs and officers sharpenleader skills in a CPX.

Training that qualifies a soldier in a new MOS.

A representation of a portion of a system, the operation of the system,the environment in which the system operates and in which commandand staff are trained to perform wartime functions.

The generic term for systems-specific devices that train individuals orcrews in system use and maintenance.

A soldier training publication listing the critical tasks for each skilllevel of an MOS and common skills. It provides the performance steps,the conditions under which the task is performed, and the standardswhich must be met. All tasks in the SQT are in the soldiers manual.

35

Glossary

skill evaluationevaluation test

soldier trainingpublication

standardizationprogram

sustainmenttraining

trainers guide(formerlycommander’smanual)

train-up training

transitiontraining

unit training

A performance-oriented written test used to evaluate soldier MOS andskill level proficiency in performing soldiers manual tasks. Resultsprovide a source of objective information for the commander on soldierstrengths and weaknesses for training management decisions.

Replaces field manuals as the publication medium for soldiersmanuals, trainers guides, and job books.

A program that contains those operational, tactical, logistical,administrative, and training tasks, drills, and procedures per-formed in a single prescribed manner throughout the total Army.

The provision of instruction for practice to ensure that individual orcollective task proficiency is maintained at a required level. The fre-quency will vary with individual and collective tasks; the role, loca-tion, and personnel to fill the unit; and the desires of the commander.

The trainers guide section of the soldiers manual/trainers guide givescommanders and trainers information needed to plan individualtraining in units for soldiers in a specific MOS. It includes an MOStraining plan, a reproducible hands-on evaluation form, and in somecases, a field-expedient squad book.

The process of increasing the skills and knowledge of an individual toa higher skill level in an MOS. It may involve certification.

Unit training that is responsive to changes in equipment, doctrine ororganization. It has three parts: training of individuals assigned tothe unit prior to the change; training of individuals assigned to theunit after the change and without prior experience; and embedding inthe unit’s training program the sustainment training of required indi-vidual and collective skills.

Training (individual, collective, and joint or combined) conducted in aunit.

36

References

References

REQUIRED PUBLICATIONSRequired publications are sources that users must read in order to understand

or to comply with this publication.

FIELD MANUALS (FMs)12-16 Replacement Operations25-1 Training25-2 Unit Training Management25-3 Training in Units25-4 How to Conduct Training Exercises

TRAINING CIRCULARS (TCs)25-1 Training Lands25-2 Training Ranges25-3 Training Ammunition

RELATED PUBLICATIONSRelated publications are sources of additional information. They are not

required in order to understand this publication.

ARMY REGULATIONS (ARs)11-22 Mutual Support and Equipment Sharing Program11-30 CAPSTONE Program108-2 Army Training and Audiovisual Support350-1 Army Training350-9 Reserve Component Overseas Deployment Training

with Active Components Commands350-37 Army Individual Training Evaluation Program351-1 Individual Military Education and Training

OTHER PUBLICATIONSAMOPS (Army Mobilization and Operations Planning System)Army Training 1990 (TRADOC)FORMDEPS (FORSCOM Mobilization and Deployment Planning System)TMOPS (TRADOC Mobilization and Operations Planning System)Total Mobilization Concept Study (FORSCOM)

The five publications immediately above can be obtained from HQ TRADOC, ATTN: PO&M,Fort Monroe, VA 23651-5000.

37

References

Collins, Arthur S. Jr. Common Sense Training. Presidio Press: San Rafael,California, 1978.Palmer, Robert K., Bell I. Wiley, and William R. Keast. Procurement andTraining of Ground Combat Troops. Department of the Army: Washington,DC, 1948.

38

FM 25-5

25 JANUARY 1985

By Order of the Secretary of the Army:

JOHN A. WICKHAM, JR.General, United States Army

Chief of Staff

Official:

DONALD J. DELANDROBrigadier General, United States Army

The Adjutant General

DISTRIBUTION:

Active Army, ARNG, and USAR: To be distributed in accordance with DA Form 12-11A,Requirements for Military Training Management (Qty rqr block no. 158).

Additional copies may be requisitioned from the US Army Adjutant General Publications Center,2800 Eastern Boulevard, Baltimore, MD 21220.

✩ U.S. GOVERNMENT PRINTING OFFICE: 1996 - 406-421 (52264)

fm 25-5

Documents