Training And Leader Development In Europe
HeadquartersUnited States Army EuropeWiesbaden, GermanyArmy in EuropeRegulation 350-1*HeadquartersUnited States Army Installation Management CommandEuropeSembach, Germany16 November 2017TrainingTraining and Leader Development in Europe*This regulation supersedes AE Regulation 350-1, 31 July 2017.For the Commander:KAI R. ROHRSCHNEIDERBrigadier General, GSChief of StaffOfficial:DWAYNE J. VIERGUTZChief, Army in EuropeDocument ManagementSummary. This regulation prescribes training policy for the Army in Europe and must be used withAR 350-1.Summary of Change. This revision— Updates the USAREUR Task Organization chart (fig 1-1). Assigns additional responsibilities to the Commanding General, 7th Army Training Command(paras 1-10j and k). Establishes policy for the assessment of training proficiency and removes information about thedevelopment of mission-essential task lists (METLs) (para 1-34). Adds the Objective Task Evaluation Criteria Matrix as the basis for commanders to assess METLs(fig 1-4). Assigns the responsibility for conducting Digital Training Management System (DTMS) briefings atthe unit level and for familiarizing unit members with the DTMS to command DTMS master trainers(paras 1-37c, c(1), and c(4)(a)). Provides procedures for reporting missed meals for students who attend courses at the CombinedArms Training Center (CATC) (para 3-3b(1)).1AE Reg 350-1 16 Nov 17
Establishes policy for submitting requests for exception to attending the USAREUR PrecommandCourse (para 4-8b). Establishes policy on physical readiness training (paras 4-9a and b). Removes the requirement for Soldiers to complete medical evaluation and demonstration of individualcompetence (MEDIC) tables between 1 April and 15 October of each year (para 4-12a(2)(b)). Adds a link to the website that provides information about current threats caused by improvisedexplosive devices (para 4-16). Specifies that threat-mitigation teams provide assistance with training on counter-improvisedexplosive devices (C-IEDs) (para 4-22). Updates the list of USAREUR consolidated certification requirements (table B-2). Removes the Badger team as a coordinator for C-IED training (throughout app H). Specifies that the Army Training Network provides assistance and familiarization with the DTMS atthe operator level (para I-5). Adds the requirement for unit commanders to coordinate the use of the Combined Arms LanguageTraining Center by unit linguists with command language program managers (para K-17). Updates the list of CATC courses of instruction (table R-2). Deletes references to 5th Signal Command throughout. Establishes the term “commands under USAREUR operational control.”Applicability. This regulation applies to U.S. Army Soldiers, Department of the Army civilianemployees, and contractor personnel in the European theater.Records Management. Records created as a result of processes prescribed by this regulation must beidentified, maintained, and disposed of according to AR 25-400-2. Record titles and descriptions are onthe Army Records Information Management System website at https://www.arims.army.mil/.Supplementation. Organizations will not supplement this regulation without approval of the TrainingDivision, G3/7 Training and Exercise Division, Office of the Deputy Chief of Staff, G3/5/7, HQUSAREUR (G3/7 TREX TNG).Forms. This regulation prescribes AE Form 350-1A, AE Form 350-1B, AE Form 350-1C, AE Form350-1D, AE Form 350-1E, and AE Form 350-1F. AE and higher level forms are available through theArmy in Europe Library & Publishing System (AEPUBS) at http://www.eur.army.mil/aepubs/.Suggested Improvements. The proponent of this regulation is the G3/7 TREX TNG (mil 537-3267).Users may send suggested improvements to this regulation by e-mail to the G3/7 TREX TNG atUSARMY Wiesbaden USAREUR Mailbox G37 TNG Policy.Distribution. This regulation is available only electronically and is posted in AEPUBS athttp://www.eur.army.mil/aepubs/.2AE Reg 350-1 16 Nov 17
CONTENTSCHAPTER 1TRAINING OVERVIEWSECTION IGENERAL1-1. Purpose1-2. References1-3. Explanation of Abbreviations1-4. Responsibilities1-5. Command ImperativesSECTION IIUSAREUR MISSION AND FORCE GENERATION1-6. USAREUR Mission and Task Organization1-7. Mission-Essential Task Lists (METLs)1-8. USAREUR Application of the Sustainable Readiness ModelSECTION IIIROLES AND RESPONSIBILITIES1-9. USAREUR Command Group1-10. CG, 7th Army Training Command (CG, 7th ATC)1-11. USAREUR G11-12. USAREUR G21-13. USAREUR G3/5/71-14. USAREUR G41-15. USAREUR Deputy Chief of Staff, Engineer (USAREUR DCSENGR)1-16. USAREUR G61-17. USAREUR G81-18. USAREUR Chaplain (USAREUR CH)1-19. USAREUR Inspector General (USAREUR IG)1-20. USAREUR Judge Advocate (USAREUR JA)1-21. Chief, Safety Division, Office of the Chief of Staff, HQ USAREUR1-22. Provost Marshal, USAREUR (USAREUR PM)1-23. Chief, Public Affairs, USAREUR (USAREUR CPA)1-24. Command Sergeant Major, USAREUR (USAREUR CSM)1-25. Commanders of USAREUR Major Subordinate Commands1-26. Director, IMCOM-EuropeSECTION IVTRAINING MANAGEMENT1-27. Purpose1-28. Responsibilities1-29. Training Intent1-30. USAREUR Training Priorities3AE Reg 350-1 16 Nov 17
1-31. USAREUR Army Training and Leader-Development Goals1-32. Training Based on the Department of the Army Standardized METL1-33. Culminating Training Events1-34. Objective Assessment of Training Proficiency1-35. Commander’s Assessment1-36. Training-Management Process1-37. Training-Management SystemsSECTION VTRAINING IN USAREUR1-38. USAREUR Training Strategy1-39. USAREUR Unit Training Validation Process for High-Risk and Sensitive Employments(In Accordance With HQDA EXORD 042-14)1-40. Mandatory and Predeployment Training1-41. Mission Command1-42. Responsibilities for Training1-43. USAREUR Training Readiness Authority, Training-Management Reviews, and TrainingConferencesSECTION VIUNIT ENABLING TRAINING1-44. Mobile Training Team Coordination and Institutional Training Requests1-45. Leader Development and Education for Sustained Peace1-46. Governance and Economics Predeployment Conferences1-47. Contracting Officer’s Representative Training1-48. Comprehensive Soldier and Family Fitness1-49. Mine and Improvised Explosive Device (IED) Awareness1-50. Modular Brigade-Security Force Assistance Training1-51. Electronic-Warfare Training for Battalions and Above1-52. Culture and Language Predeployment Training and Language-Sustainment StandardsCHAPTER 2TRAINING DOMAINS2-1. Institutional Training and the Army Training Requirements and Resources System2-2. Operational Training2-3. Self-Development Domain2-4. Leader Development2-5. Professional Military Education and the Army Distributed Learning ProgramCHAPTER 3USAREUR INSTITUTIONAL TRAINING AND EDUCATIONSECTION IINTRODUCTION3-1. Overview3-2. Eligibility4AE Reg 350-1 16 Nov 17
SECTION IIINSTITUTIONAL-TRAINING COMPONENTS3-3. Combined Arms Training Center3-4. Officer Education System3-5. Warrant Officer Education System3-6. Noncommissioned Officer Education System3-7. Civilian Education SystemCHAPTER 4TRAINING IN UNITS AND ORGANIZATIONSSECTION IUNIT TRAINING4-1. Small-Unit Training4-2. Collective Training at the Company Level4-3. Collective Training at the Maneuver-Battalion Level4-4. Collective Training at the Brigade Level4-5. Joint Task ForceSECTION IILEADER-DEVELOPMENT TRAINING IN UNITS4-6. Leader-Development Training and Programs4-7. Army Warrior Training4-8. Precommand CoursesSECTION IIIMILITARY TRAINING PROGRAMS4-9. Battlefield Readiness4-10. User-Level Maintenance Training (Maintenance Cadre Certification Program)4-11. Weapons Qualification Training4-12. Medical Training4-13. Military Police Law Enforcement (LE) Training4-14. Communications4-15. Navigation4-16. Mine and IED Awareness4-17. Crew Training4-18. Cultural-Awareness Training4-19. Expeditionary Intelligence Skills4-20. Individual Replacement Training4-21. Standards of Conduct in Armed Conflict4-22. Counter-Improvised Explosive Device (C-IED) Training4-23. Forward Observer5AE Reg 350-1 16 Nov 17
SECTION IVDIGITAL TRAINING4-24. Digital-Training Levels4-25. Digital-Training Tables4-26. Mission-Command Proficiency at Battalion and Brigade Levels4-27. Digital-Training Resources4-28. Individual Digital Training4-29. Theater Security-Cooperation Management Information SystemCHAPTER 5TRAINING-SUPPORT SYSTEMS5-1. Training Resources5-2. Training Environments5-3. Sustainable Range ProgramCHAPTER 6USAREUR DISTRIBUTED-LEARNING PROGRAM6-1. Distributed Learning and Training6-2. Digital-Training FacilitiesAppendixesA. ReferencesB. Training and Certification RequirementsC. Aviation TrainingD. Reserve Component Training ProgramsE. Airborne Training in EuropeF. Access to Training Areas and FacilitiesG. Training in ItalyH. C-IED TrainingI. Digital Training Management SystemJ. Mission Command and Mission-Command-System TrainingK. Intelligence TrainingL. Leader-Development ProgramsM. Noncommissioned Officer Education SystemN. Predeployment TrainingO. Army Training Management SystemP. USAREUR Staff Ride ProgramQ. USAREUR Exercise ProgramR. Combined Arms Training Center Courses of InstructionTables4-1. Subsequent Proficiency-Level Goals for the Advanced Gunnery Training System4-2. Training on Standards of Conduct in Armed Conflict4-3. Digital-Training Tables6-1. Digital-Training FacilitiesB-1. Training Requirements for USAREUR PersonnelB-2. USAREUR Consolidated Certification Requirements6AE Reg 350-1 16 Nov 17
B-3. USAREUR Rear Detachment Training RequirementsC-1. Aviation Training RequirementsC-2. Unmanned Aviation Training RequirementsC-3. Consolidated Certification RequirementsE-1. Parachute Request TimelineE-2. Commonly Used DZs in GermanyE-3. Commonly Used DZs in ItalyE-4. Jump-Log Book/Jump-Log ContentsE-5. Sample Jump Log Entries (DA Form 1307)F-1. Training Facilities and POCsR-1. Schedule for Annual Course Review and Annual Training Requirement ProcessesR-2. Combined Arms Training Center Courses of Instruction by ProponentFigures1-1. USAREUR Task Organization1-2. The Army’s Eight Principles of Training1-3. Infantry Brigade Combat Team (IBCT) Core Mission1-4. Objective Task Evaluation Criteria Matrix1-5. USAREUR Unit Training Validation Process1-6. USAREUR Command Institutional Training Support Plan (ITSP) Approval Process1-7. ITSP and Off-Cycle MTT Responsibilities3-1. USAREUR NCOES Deferment Chart4-1. Digital-Training LevelsE-1. Airborne Administrative Procedures FlowchartE-2. Parachute Request Procedures FlowchartL-1. Lines of Effort and Domains for LDPsL-2. Relation Between METs and Leader DevelopmentQ-1.USAREUR Training TenetsQ-2. USAREUR Exercise Joint Event Life CycleGlossaryCHAPTER 1TRAINING OVERVIEWSECTION IGENERAL1-1. PURPOSEThis regulation prescribes policy, procedures, and responsibilities for developing, managing, andconducting training for USAREUR forces in the USEUCOM theater of operations.NOTE: Commanders unable to comply with the requirements of this regulation will request exceptionsduring training-management reviews (TMRs).1-2. REFERENCESAppendix A lists references.7AE Reg 350-1 16 Nov 17
1-3. EXPLANATION OF ABBREVIATIONSThe glossary defines abbreviations.1-4. RESPONSIBILITIESChapter 1, section III, prescribes responsibilities.1-5. COMMAND IMPERATIVESa. USAREUR’s role in supporting the Army Campaign Plan (ACP) and the Army training vision isessential to providing globally responsive and engaged forces that are regionally aligned, missiontailored, and able to prevent, shape, and win wars now and in the future. Therefore, the Forces’command imperatives are carefully nested with the Army Imperatives. The Forces’ commandimperatives are as follows:(1) Leader Development: Integrate the knowledge and experience gained from a decade ofpersistent conflict.(2) Training and Readiness: Prepare ready forces to operate across the range of militaryoperations.(3) Mission Command (MC): To be applied and enabled at every echelon.(4) Core Competencies: Concentrate on the basics (that is, establish good order and discipline,enforce standards, create a positive command climate, and concentrate on mission-essential training).(5) Sustainable Readiness: Sustain an integrated sustainable-readiness strategy for futureenvironments.(6) Predictability: Establish a predictable tempo that maintains operational flexibility forunpredictable employment conditions.(7) Soldier and Family Care: Provide Soldiers and their Families the best possible care andservices.(8) Communication: Improve internal and external communication.b. USAREUR’s enduring priorities are as follows:(1) Leader Development: USAREUR is the leadership laboratory for the Army. We have theunique advantage of working side by side with our allies and partners every day.(2) Readiness: Readiness to perform any mission is why we are forward stationed in Europe. Wemake up only 5 percent of the Army’s manpower, but are involved in most of what is delivered in termsof strategic effect.(3) Enabling the Alliance: USAREUR will continue to be ready, reliable, and forward stationedto underwrite the guarantee of collective defense, our Article 5 obligation of an attack on one is anattack on all.8AE Reg 350-1 16 Nov 17
SECTION IIUSAREUR MISSION AND FORCE GENERATION1-6. USAREUR MISSION AND TASK ORGANIZATIONa. USAREUR Mission. USAREUR trains and leads Army Forces in support of USEUCOM andHQDA by—(1) Training and preparing forces that are capable of unified land operations (ULO) for globalemployment.(2) Strengthening alliances and building partner capability and capacity.(3) Providing Army service component command (ASCC) and Title 10, United States Code(10 USC), Army support.(4) Continually seeking to improve the readiness and the quality of life of Soldiers, ArmyFamilies, and Civilian employees.b. USAREUR Task Organization.(1) Figure 1-1 shows the USAREUR task organization.Figure 1-1. USAREUR Task Organization9AE Reg 350-1 16 Nov 17
(2) The USAREUR contingency command post (CCP) provides a forward MC presence formissions of limited scope and duration. The CCP increases USAREUR’s ability to respond toUSEUCOM and DOD taskings to provide forward MC elements.1-7. MISSION-ESSENTIAL TASK LISTS (METLs)a. USAREUR METL. The USAREUR METL includes the following tasks:(1) Conduct mission command for theater-level operations (task number 71-9-5101).(2) Conduct theater security cooperation (task number 71-9-5711).(3) Conduct joint reception, staging, onward movement, and integration (task number71-9-1130).(4) Establish intelligence enterprise interoperability (task number 71-9-2500).(5) Coordinate support for forces in theater (task number 71-9-5450).b. Department of the Army (DA) Standardized METLs for Brigades and Higher Level Units.DA standardized METLs and development tools are available on the Army Training Network (ATN)website.c. METL Training Plans. Commanders will develop training plans to meet all METL requirementsand brief their training plans during their TMRs.1-8. USAREUR APPLICATION OF THE SUSTAINABLE READINESS MODELa. Sustainable Readiness. Sustainable readiness is the Army’s new force-generation process.USAREUR will use this process to generate trained and ready units to meet operational demands andremain postured to deploy rapidly for unforeseen contingencies. As USAREUR transitions to this newprocess, new policies will be adopted to better prioritize and protect the training environment andimprove commanders’ ability to assess and report training readiness. This will help the Army see itself.The Sustainable Readiness Model (SRM) will provide commanders and staffs the ability to predicttraining requirements as units plan training to support known demands as well as identified unitrequirements while postured to meet contingency requirements. A coordinated, resource-informedtraining strategy provides the benchmark for any unit-readiness roadmap. Training schedules that meetthe Army goal of a 6-week lock-in and training calendars synchronized with higher and lower echelonswill enhance predictability and improve the effectiveness of our overall training strategy. The SRMcomprises three phases: Train/Prepare, Available, and Committed. The SRM will guide the allocation oftraining resources and the scheduling of United States Army Joint Multinational Readiness Center(JMRC) rotations.10AE Reg 350-1 16 Nov 17
b. Force Pools. To ensure the right forces are trained and available to support CCDRs, all Armyunits are represented in one of three force pools: Mission, Rotational (Deployed or Nondeployed), andOperational Sustainment. Although these force pools do not equate to a specific readiness level,Mission-pool forces have high-demand operational requirements and are generally required to sustain asteady state of readiness. Rotational units are either allocated or assigned to a combatant command(CCMD). There are two subsets of rotational forces: Rotational forces with and rotational forces withouta latest arrival date (LAD). Those with an LAD are considered to be in the Rotational Deployed forcepool. Those without an LAD are apportioned forces in the Rotational Nondeployed force pool. Units inthe Operational Sustainment force pool are not apportioned, allocated, or assigned to a CCMD.AR 525-29 provides additional information and updates to the SRM and the SRM process.c. Regionally Aligned Forces. Globally responsive and regionally engaged, the Army is anindispensible partner that provides a full range of capabilities to CCDRs in a joint, interagency,intergovernmental, and multinational environment. As part of the Joint Force, and in all it does, theArmy guarantees the agility, versatility, and depth to prevent, shape, and win wars. As a result, the TotalArmy Force will become regionally aligned in order to provide CCMDs with professionally trained andregionally specialized forces. Regionally aligned forces provide CCDRs with headquarters that arecapable of operations up to the joint task force (JTF) level with scalable, tailorable capabilities thatenable CCDRs to shape the environment. These forces are represented by Army units categorized asassigned, allocated, or distributed. This includes Army Total Force organizations and capabilities thatare forward-stationed operating in a CCMD area of responsibility (AOR) or providing support fromoutside the AOR.(1) Assigned Forces. Assigned forces are those forces that are placed under the CCMD of aunified commander as directed by the President and ordered by the Secretary of Defense (SECDEF) inhis Forces for Unified Commands memorandum.(2) Allocated Forces. Allocated forces are those forces that are transferred by the SECDEF orService Secretaries from one CCDR to another CCDR for employment, as approved in the SECDEForders book and documented in the Global Force Management Allocation Plan (that is, the forces andresources provided to the commander of a unified command by the President and SECDEF forexecution planning or operations).(3) Distributed Forces. Distributed forces are those Army forces in the Available phase that arenot assigned or allocated to CCDRs. As directed by the Service Force Provider, these forces establish aplanning association with a specific geographic combatant command (GCC) through a missionalignment order. Distributed forces are decisive action-capable and are the forces that are firstconsidered for sourcing the GCC with which they are aligned.(4) Apportioned Forces. Apportioned forces are forces and capabilities that the Chairman of theJoint Chiefs of Staff (CJCS) provides to CCMDs to develop contingency plans (CONPLANs).Apportionment informs CCDRs of the forces that they can reasonably expect to have available forplanning, but does not necessarily identify the actual forces to be allocated for use when a contingencyplan transitions to execution. The CJCS apportions forces to CCDRs based on the SECDEF’s Guidancefor Employment of the Force (GEF). Apportionment is documented in the Global Force Manageme
1-52. Culture and Language Predeployment Training and Language-Sustainment Standards . CHAPTER 2 . TRAINING DOMAINS . 2-1. Institutional Training and the Army Training Requirements and Resources System . 2-2. Operational Training. 2-3. Self-Development Domain . 2-4. Leader Development. 2-5. Professional Military Education and the Army .
integration of the IMCOM training and leader development programs. The DCG/CoS will— a. Provide staff oversight of IMCOM's civilian and military training and leader development programs and policies" b. Direct the G 3/5/7 to implement the training and leader development programs. 2-3.
Development Program (cover). o Introduces detailed processes for the Army Leader Development Program for Armywide implementation (chap 2) o Outlines the Army Leader Development Program standard forums (throughout). Headquarters Department of the Army Washington, DC 8 March 2013 Training Army Leader Development Program *Department of the Army Pamphlet 350–58 H i s t o r y . T h i s p u b l i .
Apr 30, 2014 · As the Army Leader Development Strategy 2013 states, “Senior leaders must hold subordinate leaders accountable for leader development and reward those who take this to heart.”6 Moreover, leader develop-ment is not complicated. ADRP 6-22, Army Leader - ship, states, “Leaders have three principal ways of developing others.File Size: 700KB
in virtual training and development. Second, we examine the importance of leader success in a virtual training and development environment with respect to malleable leader individual differences. Third, we explore the dynamics of leaders' individual differences (via PsyCap) and its effect on the effectiveness of the leader in a virtual context.
SUBJECT: Army Training and Leader Development Panel Phase II (NCO Study) Final Report The NCO’s role in the Army’s leadership, training, and operational doctrine is right. The Army must adapt its leader development programs to provide greater conceptual and interpersonal skills NCOs require in full spectrum operations in the contemporary
The Training Team 11 The Training Plan 13 Promotion and Recruiting 14 Records15 METHODS AND LEVELS OF TRAINING 17 Group Training (Face-to-Face, Instructor-Led) 17 . This new Guide to Leader Training provides a holistic approach to training adult volunteers. It is important to remember that adults must set the example. As we set expectations .
Jon has received the District Award of Merit, Arrow of Light, Adult Religious Award, Tiger Cub Den Leader Award, Cub Scout Den Leader Award, Webelos Den Leader Award, Scoutmaster’s Key, Boy Scout Leader’s Training Award, and Unit Leader Award of Merit
inquiry-based instruction supported 5E learning cycle . In the instruction based on 5E learning cycle method, teaching and learning activities and lesson plans were designed to maximize students active involvement in the learning process. The topics included in the lesson plans were about the three units of fifth-grade sciences book; they included: hidden strangles (microbes, viruses, diseases .
