DEPARTMENT OF THE ARMY
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OFFICE SYMBOL                                                                                      Date

OPORD XX-XXX

SUBJECT:  Annual Training Guidance, FY XX

1.	References:

a.	Army Doctrine Publication 7-0, Training Units and Developing Leaders.

b.	ADRP 7-0, Training Units and Developing Leaders.

c.	Army Regulation 350-1, Army Training and Leader Development.

2.	Situation:

a.	General. The Department of Defense and our Army continue to operate in an environment of fiscal constraint. Despite this, our Army remains at the forefront of our nation's defense. This training guidance informs Commanders and Leaders how the unit will train and develop readiness in a continuing environment of transformation and potentially constrained resources.

b.	Corps Commander's Vision.	INSERT TEXT

c.	Division Commander's Assessment. 	INSERT TEXT

3.	Mission.	 INSERT TEXT

4.	Execution.

a.	Commander's Intent.  The purpose and end-state of our training program is to ensure our unit can provide prepared and combat-ready forces for global contingencies. Our units will set the standard for the U.S. Army in fitness and resilience, in confident marksmanship and mission command and in disciplined initiative at the Soldier and small unit level.  Approach training and other events with creative and disciplined initiative to maintain readiness. If resources run low and all else fails, remember this - focus on the "Commander’s Six": (1) physical and mental fitness/resilience (2) marksmanship and weapons skills (3) mission command/disciplined initiative (4) communications (5) battlefield first aid and (6) squad/platoon mobility and battle drills. You can train these tasks thoroughly at small unit level, with little expense and even while deployed.

b.	Commander Enduring Leader Priorities: Readiness, Leadership and Leader Development, Installation and Community Support, Strengthening the Profession of Arms, Risk Management.

c.	Concept of the Operation. Commanders train to directed readiness levels. Commanders may exceed directed proficiency levels if able to do so at no/little additional cost or as approved during Quarterly Training Briefs.

d.	Task to Subordinate Units (See Long Range Training Calendar for details):	INSERT TEXT

5.	Specific Guidance:  Training Focus.

a.	Leader Professional Development. Vision: Grounded in Army values, Warrior Ethos and Army doctrine, Leaders are confident, agile, adaptable, decisive and inspiring. They lead from the front while empowering  subordinates through mission command.  Leader training is the most important training we do. Leaders with these attributes can lead Soldiers and units through almost any task and go a long way to mitigating risk. Our leader development program consists of four components: (1) Unit integration, (2) Leader Professional Development (LPD) Program, (3) Unit specific training and (4) continuing Self-development.  Commanders dedicate personal time and energy to their LPD program. First priority of LPD is to develop nested concepts of Mission Command and Disciplined Initiative in subordinate leaders. Second, commanders ensure leaders are trained and know what the commander expects of them before high-priority collective training events. Commanders conduct both formal and informal LPD routinely and frequently.  These programs provide development in areas including: The Profession of Arms, How to Lead, How to Fight, How to Train, How to Maintain and other topics selected by the commander.

b.	The Commander Six. The centerpiece of our individual and small-unit collective training is focused on six priority areas: (1) Physical and Mental Fitness/Resilience, (2) Confident Marksmanship & Weapons skill, (3) Mission command/disciplined initiative, (4) Communications, (5) Battlefield First Aid, and (6) mobility and battle drills at the squad/section/platoon levels. Our Leaders will focus on these fundamentals first, integrate them in all training and find ways to sustain them in theater.

(1)	Physical & Mental Fitness/Resilience (Move):

(a)	Mental and emotional toughness and resilience are even more important than the physical. Soldiers build mental resiliency with daily PT and by successively and repetitively confronting, adapting to and over-coming daunting challenges, unexpected changes in their situation or obstacles to their progress. Smart commanders have an idea of what their troops think their limits are and deliberately design training to push them right to, and even a bit beyond, those limits. They build these challenges, changes, and obstacles into their training programs from initial concept development. Continue to qualify Master Resilience Trainers and integrate resiliency training continuously over time rather than in infrequent bursts.

(b)	Physical Readiness standards include achieving at least 70% in all APFT events (with a goal of 80%), running 4 miles in formation in 36 minutes quarterly, and completing semi-annual unit tactical foot marches of 12 miles in 5 hours or less for Infantry, Cavalry, Sapper units and their associated support (with a goal of 4.5 hours). All other units will foot march 8 miles in 3.3 hours or less (with a goal of 3 hours).

(c)	Tactical foot march is one in which Soldiers move in small unit tactical formations (squad/section or platoon formations preferred but no larger than company level) employing appropriate formations, noise and light discipline on a combination of roads, trails and cross-country, carrying tactical equipment to include weapons and simulated fighting load and conduct a tactical event/mission immediately after the march is completed (ie, attack, react to contact drill or equivalent physical exertion such as a physical competition or obstacle/bayonet assault course). Leaders reinforce the point that a proper tactical foot march enables the unit to arrive intact and in condition to fight upon arrival. As much as possible, units should integrate tactical foot marches into other training events rather than conduct them as stand-alone events. Conditioning marches prepare and toughen Soldiers to complete tactical foot marches. Commanders should conduct conditioning marches weekly as part of PT or other training and adapt the uniform, load and distances as they see fit.

(d)	Combatives. Combatives are critical to developing confidence, mental and physical toughness and resilience and the warrior spirit. The goal is that all Soldiers become at least Level 1 certified during their tour in this unit. Commanders should conduct Combatives weekly as part of PT or other training. Another good technique is to conduct a few minutes of Combatives daily at the end of PT (i.e.. "technique or move of the day").

(2)	Marksmanship (Shoot):

(a)	Our Soldiers are confident with their weapons handling skills. They can competently and safely employ and operate their assigned weapon in the dark, in the rain, under fire and without thinking about it. Soldiers can safely load, fire, clear and perform immediate action to reduce stoppage with any weapon in their platoon.

(b)	Commanders and Leaders train Soldiers using the fundamental marksmanship training path outlined in doctrine and then shoot frequently to sustain these highly perishable skills. The unit marksmanship standards are: (1) Soldiers qualify on a full-range, automated Record Fire qualification course and achieve Sharpshooter/First Class or higher on their first record­ fire attempt and (2) Units manage battle rosters and shoot frequently enough to maintain weapons qualifications in the "band-of-excellence" - no less than 80% of their units qualified at all times. Units enhance their training by conducting Pre-Marksmanship Instruction (PMI) and by using the Engagement Skills Trainer (EST), known distance ranges, Location of Miss and Hit (LOMAH) equipped ranges and by resourcing ammunition for practice tables before qualifying.  Commanders will maximize the use of automated aids such as the Laser Marksmanship Training System (LMTS) and schedule their less-experienced shooters to group, zero, field fire and qualify in the EST prior to qualifying with live ammunition. The Division Light Fighter School has developed two train-the­ leader/trainer courses to support this goal: the Rifle Marksmanship Instructor Course (RMIC) and the Machine Gun Leaders Course (MGLC). The division objective is to have two RMIC-trained leaders (PL, PSG, SLs) in every platoon in the division.

(3)	Mission Command/Disciplined Initiative. Vision: Our Leaders and Soldiers are what right looks like in our Army for Mission Command and Disciplined Initiative. Our leaders set the right leadership climate and use mission orders with clear commander's intent to empower subordinate leaders and Soldiers so they can adjust effectively if our plans go astray or take advantage if an opportunity presents itself. Commanders design training from the start to challenge Soldiers both mentally and physically and to offer opportunities to practice disciplined initiative. The ability of leaders to take initiative in the absence of orders and to act decisively to achieve the commander's intent requires a chain of command empowered by earned trust.  We achieve this trust through our training, and by giving our subordinate leaders and units the opportunity to develop competence and confidence. I expect commanders to instill trust through tough realistic training that stresses shared challenges and team building and creates organizational confidence. Conduct training that stresses leaders and units by placing them into situations of uncertainty and complexity where creativity, adaptability, critical thinking and independent, rapid decision making are essential elements. For example, to test a platoon's disciplined initiative, the commander might insert challenges that cannot be overcome, or important opportunities that cannot be seized, if the platoon continues to follow its briefed OPORD - forcing the platoon to improvise and adapt or fail. Bottom line - if we want disciplined initiative from our Soldiers and leaders in combat, we must encourage and nurture it in training.

(4)	Medical. Medical training will be conducted per Tactical Combat Casualty Care (TC3) guidelines. Units will maintain a minimum of two Combat Life Savers per squad/section-sized element who are certified and current per the Army/Division program of instruction. All other Soldiers who are not CLS-qualified will be trained as First Responders. At a minimum, First Responders can competently and confidently employ all of the elements of the Army's Improved First Aid Kit (IFAK) to stop bleeding and maintain an emergency airway. First Responders may be trained up to and beyond the CLS-level even if they haven't taken the mandated 40-hour CLS POI or maintained annual CLS certification. All Medics (68Ws) will maintain medical proficiency by completing Annual Combat Medic Skills-Validation Test (ACMS- VT) and by passing the National Registry of Emergency Medical Technician (NREMT) recertification every two years. Prior to deployment, all Medics will satisfactorily complete Brigade Combat Team Tactical Training (BCT3) and all providers, to include PROFIS, will complete Tactical Combat Medical Care (TCMC). 

(5)	Communications. Our Soldiers will confidently operate, at a basic level, all of the communications equipment assigned to their platoons. They will be well-versed in radio telephone procedures and battlefield signal techniques such as hand and arm signals, signal panels, smoke, flares and mirrors. Our standard is to employ our radios using Frequency Hop and Cypher text capabilities. All Soldiers will be able to perform the following digital tasks, at a minimum, on our most common battlefield digital systems: locate own position/icon, locate another unit/icon, manually post and update a unit location/icon, address and send a free text message, report and post an update an enemy location/activity, send/update a digital call for fire, and send/update a digital MEDEVAC request. During tactical training, mounted patrols, convoys and other tactical vehicle movements will operate with no fewer than two operating BFT-JCR or equivalent systems. Commanders will integrate Mission Command systems into all training events to the fullest extent possible, not just for major exercises.

(6)	Squad/Section/Platoon Mobility and Battle Drill. Commanders ensure their squads, sections and platoons can proficiently perform essential mobility tasks and basic battle drills at night and with key leaders missing. These fundamental tasks are the foundation of more advanced operations and should be a common focus of Sergeant's Time Training (STT).  Mobility is the ability to move tactically, whether mounted or dismounted, day or night, and correctly using the formations and techniques appropriate to the situation. Mounted mobility drills include maintaining qualified drivers and crews who can competently and safely operate their vehicles and perform their mission tasks tactically both day and night. Prioritize your battle drill training on those actions that must be performed by individuals and the unit immediately upon enemy contact and with little to no leader direction (e.g. React to Contact, React to Indirect Fire, etc.).

c.	Sergeant's Time Training (STT): The standard period for STT is Thursdays from 0900-1300 hours after squad/section PT from 0700-0830. I want every squad/section leader to have at least four hours of dedicated, uninterrupted training each week to work on those warrior tasks and drills he/she feels are most critical for their Soldiers. Leaders are encouraged to combine battle focused PT to extend their STT periods. The Squad Leader may elect to draw MREs for breakfast and/or lunch to free his/her element from the constraint of DFAC hours. STT is NOT adventure training nor is it Low Density MOS Training which is consolidated and recurring technical skills training for Soldiers in low density MOSs. STT is battle-focused, METL-based and conducted in performance­ oriented, hands-on fashion. Normally, Squad/Section Leaders (not higher-level leaders) select STT tasks/topics to prepare their Soldiers for upcoming collective events or retrain them to correct previous deficiencies. Like all training, STT tasks are subject to chain of command approval. Leaders will resource and inspect STT. During STT team/squad/section sergeants train their Soldiers directly. With few exceptions (such as EIB/EFMB), consolidated, committee or round-robin techniques are not appropriate for STT. If another unit training event, such as a key range, must be scheduled on Thursday morning, the company-level commander will select another day/time for STT that week as long as it is posted on the training schedule and approved by the commander. Commanders should fence sometime early at the start of every range or the first day of every FTX for STT.

d.	Unit Collective Training. Commanders use both sequential/progressive and multi-echelon techniques to maximize the use of time in training. Early in the training cycle, progress from individual to crew and team levels then to squad/section level. Once at the team, squad/section levels, begin to selectively inject the next higher echelon leader to gain mission command repetitions.

(1)	Fight to the Field STX. Smart commanders don't wait for a higher commander to provide opportunities to maneuver their unit and train at their echelon. Commanders "Fight to the Field" by tactically maneuvering their formations from the garrison to a field training site or even a range. Turn your range or a nearby training area into a STX objective. Task a small part of your formation as OPFOR and role-players with some freedom of action. Issue blanks, MILES and an OPORD then attack to the field. Afterwards, conduct an AAR, then transition into more decentralized small-unit training that is your primary and proper focus. This makes maximum use of time and enhances multi­ echelon mission command training by turning an admin movement into a maneuver opportunity.

(2)	Live Fire Exercises. Do more than just basic LFX scenarios. Maneuver LFXs are an important gate at each level - resource them as such. First, set up your scenarios, target locations, maneuver lanes and firing positions to reinforce good tactical decisions. Second, make your LFXs as realistic as possible by incorporating training enablers (pneumatic guns, TASC weapons, balloon targets, moving targets, non-combatant targets, search dummies, planted intel, etc.). Conduct blank iterations with MILES against controlled OPFOR rather than inanimate targets. Conduct "sight unseen" cold-hit BFXs for the first iterations. Use simulations to increase realism and flexibility in repetitions. Score hits on targets and use other creative ways to maximize the benefit of the time and resources invested. Plan to conduct crew/team through platoon-level LFXs at home-station. Plan to conduct Company Combined Arms LFX (CALFEX) at home station prior to CTCs unless the availability of funds forces us to accomplish this at a CTC. Commanders refine and approve this during the training briefs.

(3)	Enablers. Incorporate as many enablers as you can into training at the Platoon level including heavy weapons, snipers, indirect fire, CCA, Joint Tactical Air Controllers (JTACs) and CAS, Sappers, Intel, UAS, air assaults/aerial resupply, ground and air MEDEVAC, route clearance packages, media engagement, etc. within the limits of training objectives and resourcing. Use role players or virtual/constructive/gaming enablers when live enablers are not available.

(4)	Live, Virtual, Constructive and Gaming (LVCG). Commanders employ the full spectrum of LVCG capabilities to maximize efficiencies, achieve increased training levels, prepare for live training events and to sustain skills. Use Virtual, Constructive & Gaming Systems like the Engagement Skills Trainer (EST), Dismounted Warrior, Virtual Battle Space (VBS2), Reconfigurable Vehicle Tactical Trainer (RVTT), Aviation Combined Arms Tactical Trainer (AVCATT), and other VCG systems to train at minimal cost and increase leader repetitions.  Consider "Blended Training Exercises" where parts of the unit are executing live and parts of the units are in simulation. Key focus areas for blended training include multi-echelon mission command and combined arms proficiency.

e.	Rapid Deployment/Expeditionary Capability. Train to rapid deployment proficiency and, more importantly, an "Expeditionary Mindset" in our Soldiers. Our Soldiers will Live on Amber - un-phased by a middle-of-the-night alert to assemble. We will exercise our rapid deployment processes and systems including our Readiness SOP, Packing Lists, N-Hour Sequence, Outload TEWTs and Emergency Deployment Readiness Exercise (EDRE) program.  Leaders of PTDO/GRF-tasked units will conduct TEWTs of the installation marshal and outload process before assuming mission. EDREs focus on PTDO/GRF units with small-scale, short-duration exercises and I expect them to be common place. 

f.	Fires. Commanders ensure mortar, howitzer and FDC crews and FIST/FSEs are a manning and training priority. Incorporate JTACs into your exercises. Brigade and Battalion Fires Cells qualify semi- annually thru multi-echelon training events including fire support coordination exercises (FCX), company-level or higher field training exercises or during a brigade CTC rotation. Sustain Joint Fires Observers (JFO) qualifications at the Brigade level and below to include the semi-annual JFO training requirements and the Division fire support certification requirements. Familiarize company/troop commanders and platoon leadership on the fire support assets, procedures and effects through the Maneuver Shooter Program and conduct Fire Coordination Exercises prior to conducting CALFEXs. 

g.	Aviation. Ground and Aviation leaders will know each other and seek opportunities to continuously work together. I want small-scale air assaults to be common place and sling-load operations to be second nature. Aviation leaders will incorporate maneuver leaders, FOs and JTACs into gunnery. 

h.	Fieldcraft. Live on Amber - practice camouflage, noise and light discipline and practice security operations by always securing your position, no matter what you are doing, especially at night. Test your unit's fieldcraft and security by tasking OPFOR to locate and probe your night security positions during field training.

i.	Maintenance Training. "Units do well that which the commander checks." Ensure your Soldiers know how to perform operator-level maintenance on the systems they operate and your leaders know how to supervise and inspect operator maintenance and how to make the Army maintenance system work for their unit. I expect all units to conduct a weekly period of command maintenance or "motor stables." Train leaders on fault identification. Establish a command maintenance focus area or item for each week then ensure leaders are trained on that area/item and inspecting and supervising in the motor pool, the arms, commo and CBRN rooms, the maintenance bays and tool and parts rooms.

j.	Intelligence Training. Vision:  Commanders teach their Soldiers to be alert, to see changes in their environment and to challenge those they do not recognize in their areas. They encourage them to be curious about their environment, to look under the tarp or behind the closed door. They challenge them to gain information about their adversaries - to answer the Priority Intelligence Requirements. They train them to dominate their areas of responsibility and to challenge those they don't recognize or who look out of place. Our intelligence Soldiers must be able to provide "reach back" intel support to both deployed formations and Regionally Aligned formations to provide maximum support with minimum footprint forward. We must balance their need for integrated training with their units with being available for reach-back support. Creative commanders take maximum advantage of the Foundry program and its resources. I challenge commanders and leaders to train our Soldiers to constantly analyze the threat and take appropriate action by putting intel clues onto the training battlefield that make leaders think and adapt their plans; to incorporate the Find, Fix, Finish, Exploit, Analyze methodology into our field exercises; and to keep our Soldiers current on real-world threats.

k.	Chemical. Biological, Radiological, Nuclear and high yield Explosives (CBRNE) Training. Commanders train their Soldiers on basic survival skills (don mask, don protective gear, perform first aid, decontaminate skin and equipment, employ detection equipment - the tasks we must know, without reading instructions, to stay alive). Train leaders on special team skills. Incorporate a little CBRNE into every FTX or event.

l.	Ready and Resilient Campaign (R2C).  Vision:  The best form of resilience for the troops is tough, demanding, realistic training that challenges them. Commanders use our training center, our Army Wellness Center, our Unit Master Resiliency Trainers (MRT), Resiliency Trainer Assistants (RTA) and our other programs and facilities to improve Soldier performance at warrior tasks under stress, to build resiliency, to reduce alcohol and drug use and suicidal behaviors and to enhance good reactions to the stresses of deployment and other facets of soldiering and life in general. Our endstate is achieved when our leaders embrace readiness and resilience as part of our profession and as a critical component to force readiness.

m.	Sexual Harassment/Assault Response & Prevention (SHARP). I have ZERO TOLERANCE for any Sexual Harassment or Sexual Assault. SHARP is the priority program to reduce and prevent this type of blue-on-blue fratricide. All claims are CCIR and will be reported to the Command Group. Subordinate commanders ensure SHARP positions are filled with qualified leaders and retain oversight responsibility for cases. Smart commanders regularly incorporate SHARP training into other scheduled training and use short real-life scenario based vignettes to educate their Soldiers.

n.	Accountability- Seeing ourselves. We rely on many systems to manage the multitude of operations our units execute on a daily basis, to make recurring tasks routine and to enable leaders to focus on training their units and developing leaders. I expect all leaders to hold themselves and their units accountable through our systems of record, and place special emphasis on the following:

(1)	Command Discipline Program (CDP): This program ensures our equipment is accounted for, properly maintained and ready for world-wide deployment.

(2)	Command Climate Surveys. Command Climate Surveys enable us to reinforce positive leadership and to detect, correct or eliminate negative or toxic leadership.

o.	Risk Management is the responsibility of leaders and Soldiers at all levels. Army TTP are inherently safe when properly executed. Use your safety officers to assist. Any event with a residual risk level of Medium requires Battalion Commander approval, High residual risk requires Brigade Commander approval, Extremely High residual risk requires Division approval.

p.	Training Management.   Vision: Commanders plan, schedule, resource and execute challenging METL-based training. They have increased predictability and fewer last­minute changes that impact the training they have planned. I expect commanders to execute training management events including METL development and assessment, training meetings, training resource meetings, training schedules and employ DTMS as our system of record. Commanders assess resources against assigned training levels in these forums. The commander's dialog during training briefs is essential to this process.

(1)	Resourcing fidelity is a crucial requirement for the foreseeable future. Training plans will include a Costing Analysis & post-event Cost Capture. Units must properly forecast their ammunition.

(2)	Planning/Execution Horizons are central to effective training. The unit will focus on the long-range training calendar and approving training brief plans while confirming close-in refinements to weeks T-9 thru T-10 and beyond to facilitate subordinate unit concentration on T-5 thru T-7. Changes or events that will impact scheduled training within T-8 require my approval.

6.	Point of contact for this is the operations officer and the undersigned.

FIRST M. LAST 
XXX, XX
Commanding

OFFICIAL:
FIRST M. LAST
Operations Officer

DISTRIBUTION: