Initial Entry Training: Producing Army Strong Soldiers!

In 2003 and 2004, the U. S. Army Training and Doctrine Command (TRADOC) directed major changes to initial entry training (IET) to meet the realities of the contemporary operational environment (COE) experienced by soldiers during combat operations in support of Operation Iraqi Freedom (OIF) and Operation Enduring Freedom (OEF). The end state of this effort has enabled the training base to produce soldiers who can meet the demands and accept the challenges associated with full-spectrum operations both today and in the future. Some described the changes to IET as being revolutionary; others felt they were evolutionary. Regardless of how the changes are described, they occurred, were significant, and clearly required. Initially, changes in IET focused on training content used to train the Army’s newest soldiers, and the new training base was essentially completed during the latter part of 2004. The change in content is never final as lessons are learned and observations are continuously made by the operating force, and this valuable information ensures the training content of IET remains relevant. During 2005, a change to the culture of IET was started, and at the beginning of 2006, the effort hit its stride in the 1st Armor Training Brigade (1ATB). This effort continues today and will do so for the next few years. This article describes how 1ATB conducts IET — specifically, the 1ATB mission and task organization; how training content, approaches, and techniques are used to transform civilians into soldiers; and the professional culture in which IET soldiers are immersed during their training experience. As the reader will see, the 1ATB takes its mission very seriously and understands its responsibility to provide our Army its most precious resource — an American soldier ready to join the operating force in support of an Army at war. 6 —

Mission and Task Organization Mission. The 1ATB conducts IET to produce soldiers who are technically and tactically competent, focused on teamwork, infused with the warrior ethos, capable of meeting the demands of full-spectrum operations, and ready to take their place in a values-based Army at war on their first day of assignment to the operating force. Task organization. The 1ATB has seven battalion-size units, consisting of 38 company-size units, with five of the battalion-size units being training units. The brigade has an authorized strength of 1,857 soldiers and Department of the Army Civilians. The training base has seen increased training requirements, in terms of students and content, and the integration of U. S. Army Reserve (USAR) units has been essential to mission accomplishment. The 1ATB has been fortunate to have great USAR soldiers from institutional training (IT) divisions supporting its missions, with the 100th Division (IT) and 104th Division (IT) being its primary support units. Without these great soldiers, the 1ATB would never accomplish its critical mission. We are truly one team engaged in one fight. The training units of the brigade support the full range of IET course constructs, which includes basic combat training (BCT), one station unit training (OSUT), advanced individual training (AIT), and additional skill identifier (ASI) or functional courses. IET soldiers attend ASI courses following graduation from OSUT or AIT, based on their first unit of assignment in the operating force. During FY06, the 1ATB trained more than 12,000 IET soldiers and approximately 1,200 Reserve Officer Training Corps (ROTC) cadets. Training units. The 1st Battalion, 81st Armor Regiment (1-81 AR) is an AIT battalion assigned the mission of training Abrams system maintainers with the military occupational specialty (MOS) 63A and Bradley system maintainers, with MOS 63M. It is the only battalion in the Army with this capability. IET soldiers join the battalion, following completion of their BCT at one of the other Army training centers (ATC) or in one of the BCT infantry battalions in the 1ATB, to complete their AIT. The 63A IET soldiers receive 16 weeks of training and the 63M IET soldiers receive 14 weeks of training. The battalion has responsibility for training three functional courses, which award IET soldiers an ASI on graduation. These courses include the M1A2 System Enhancement Program (SEP) System Maintainer ASI (K4) Course for Abrams System Maintainers, the M3A3 System Maintainer ASI (B9) Course for Bradley system maintainers, and the Recovery Specialist ASI (H8) for both types of system maintainers. A U. S. Marine Corps (USMC) company is also assigned to the battalion. This company trains Marine armor crewmen and Marine Abrams system maintainers. The USMC company is self-contained with Marine noncommissioned officers who are responsible for training, but 1-81 AR provides the necessary support to accomplish their assigned mission. The annual training load for 1-81 AR is approximately 700 IET soldiers and 300 Marines. The 2d Battalion, 81st Armor Regiment (2-81 AR) is an OSUT battalion assigned the mission of training Abrams armor crewman (MOS 19K), and it is the only battalion in the Army with this capability. IET soldiers join the battalion and do their BCT and AIT in the same tank company with the same cadre, creating the OSUT construct. 19K IET soldiers receive 15 weeks of training in OSUT. The battalion has responsibility for training one functional course, which awards IET soldiers an ASI on graduation. This is the Stryker Crewman ASI (R4) Course for armor crewman and cavalry scouts. At present, the battalion only has the Stryker reconnaissance vehicle (SRV), but it will begin training the Mobile Gun System (MGS) Crewman ASI Course in early FY08. The annual training load for 2-81 AR is approximately 1,700 IET soldiers. The 5th Squadron, 15th Cavalry Regiment (5-15 CAV) is an OSUT squadron assigned the mission of training cavalry scouts (MOS 19D), and it is the only cavalry squadron in the Army with this capability. 19D IET soldiers receive 16 weeks of training in OSUT. The squadron did train the R4 ASI Course from its inception, but the mission transferred to 2-81 AR in early 2006 for two reasons. The first reason, involving the current and projected high demand for cavalry scouts, required the brigade to maximize 19D instructors in support of OSUT, so 19K instructors were given responsibility for the course. Secondly, 19K IET soldiers are assigned to Stryker brigade combat teams (SBCT), so they require the R4 qualification. From a unity of command and unity of effort perspective, it made sense to give the R4 ASI Course to 2-81 AR. The annual training load for 5-15 CAV is approximately 3,000 IET soldiers. The 1st Battalion, 46th Infantry Regiment, and the 2d Battalion, 46th Infantry Regiment (1-46 IN and 2-46 IN) are BCT battalions assigned the mission of training IET soldiers with combat support and combat service support MOSs. The other four ATCs have battalions similar to these two infantry battalions. These battalions train IET soldiers for 9 weeks in basic soldiering skills. Training BCT skills is essential to the transformation of a civilian to a soldier, and the OSUT units train these same skills during the first half of their courses. The only major difference between the two infantry battalions is 1-46 IN has the additional mission of supporting ROTC cadet training during the Leader Training Course (LTC) in the summer. ROTC runs the LTC Camp for approximately 8 weeks during the months of June and July. IET soldiers graduating from BCT in these battal- X l ll 81 3 ll 81 ll 5 15

Tank Mechanics Bradley Mechanics Marines ll 2 81 Armor Crewman Training and Stryker Training Support Scout Training l l l ll 1 46 ll 2 46 Basic Combat Training Leaders Training Course Basic Combat Training Reception Physical Rehab Training ll 46 (AG) l l l l Figure 1 — 7 ions depart Fort Knox for their AIT courses located elsewhere in TRADOC, or they will move to 1-81 AR for training, if they are 63A or 63M IET soldiers. The annual training load for the infantry battalions is approximately 7,000 IET soldiers, and 1-46 IN trains approximately 1,200 ROTC cadets. Support units. The 3d Battalion, 81st Armor Regiment (3-81 AR) is assigned the mission of training every IET soldier in the 1ATB on various common core subject areas and associated tasks. These subjects include first aid; land navigation; communications; marksmanship for individual and crew-served weapons; improvised explosive devices (IED) training; and nuclear, biological, and chemical (NBC) defense. This equates to approximately 15,000 soldiers a year receiving invaluable training from the battalion. 3-81 AR provides training, when requested by the training units, to support cadre proficiency on selected subject areas, which include urban operations and marksmanship. The battalion oversees and maintains some of the unique training resources necessary for conducting IET across the brigade. If the brigade did not have this unique battalion, it would have an extremely difficult time providing IET soldiers the realistic and relevant training required by its programs of instruction (POI) and the operating force. The 46th Adjutant General Battalion (Reception) (46 AG) is assigned the mission of receiving and processing all IET soldiers, approximately 15,000 annually, when they arrive at 1ATB for training. When IET soldiers arrive in the battalion, they go through an effective and efficient process designed to get them screened and entered into the personnel system, the finance system, and the medical/dental system. IET soldiers receive their first haircut, some of their initial issue items, and a series of briefings on mandatory subjects. Once all soldiers assigned to a scheduled class are received and processed, they are shipped to a company-size training unit for BCT or OSUT. AIT soldiers do not process through the 46 AG, because they report directly to 1-81 AR. The 46 AG has the responsibility for discharging IET soldiers who are unable to complete training. This is an important function, because it takes some burden off the training units and allows them to remain focused on their missions. The 46 AG has the unique organic capability to provide injured IET soldiers the ability to undergo physical rehabilitation, so they can overcome injuries and resume training. Without this extremely unique and very diverse unit, 1ATB could not accomplish its mission. Training Content and Training Techniques and Approaches Training content. The focus of changes in IET center on the content of BCT because this training supports every junior enlisted soldier in the Army, regardless of MOS. The content of AIT or the AIT portion of OSUT falls under the purview of the respective center and school commandant. This is not to say the observations and lessons learned from OIF and OEF were not examined by center and school commandants and evaluated with respect to AIT and OSUT, because they were used extensively. The best source of the observations and lessons learned came from the veterans of OIF and OEF, and this is where TRADOC went for insight as it started the process of changing IET. These veterans were asked, “What would you change in IET?” The operating force spoke loud and clear, offering the following key comments:

• Train in an urban environment to include patrolling and manning a checkpoint.

• Increase training during periods of limited visibility.

• Train to be a member of a convoy.

• More weapons training, to include weapons maintenance and reducing malfunctions.

• Train key combat survival tasks, such as combat lifesaver, combatives, and IEDs.

• More field time (emphasize field craft, field hygiene, and field sanitation).

• Reduce the garrison focus (less drill and ceremony, fewer classes in a classroom environment).

• Focus on what counts in combat — accomplishing the mission and staying alive! From these and many more comments, the warrior tasks and battle drills (WT&BD) became the foundation on which the IET changes were built. The WT&BD are skills every soldier, regardless of MOS, must possess if they are to fight and win in any operational environment, and these tasks and drills clearly meet the demands of the COE. There were originally 40 warrior tasks and 9 battle drills, commonly referred to as 40 and 9. They changed to 39 and 9, and today in TRADOC, there are 40 and 11. In 1ATB, there are 40 and 12, because the brigade feels the battle drill, “React to a Sniper,” is a critical skill every IET soldier must have based on the 3d Armored Cavalry Regiment’s most recent OIF after-action review (AAR). To provide a sense of the WT&BD’s relevancy and their importance to IET, the following tasks and drills are listed:

• Conduct tactical movement (dismounted) - Occupy assembly area. - React to contact. - React to ambush. - Avoid/detect ambush. - React to indirect fire. “The 1ATB conducts IET to produce soldiers who are technically and tactically competent, focused on teamwork, infused with the warrior ethos, capable of meeting the demands of full spectrum operations, and ready to take their place in a values-based Army at war on their first day of assignment to the operating force.” 8 —

- React to chemical attack. - Break contact. - Secure at a halt. - Navigate from one point to another.

• Establish a checkpoint - Handle enemy prisoners of war/detainees. - Determine location on ground. - React to media/civilians on the battlefield. - React to IED/unexploded ordnance (UXO). - Perform first aid.

• Tactical movement in built-up area - Enter and clear room/building. - Engage targets in urban operations. - React to direct fire ground.

• Conduct tactical movement (mounted) - Prepare vehicle for convoy. - Dismount a vehicle. - Evacuate casualty from a vehicle. To keep the WT&BD relevant, the U. S. Army Accessions Command (USAAC) leads a semiannual review process with the operating force. The result of the review process is a series of additions or deletions to the WT&BD. USAAC takes the changes and incorporates them into all IET POIs across TRADOC. In addition to the WT&BD, IET has a very heavy emphasis on discipline and what it truly means to be a soldier. The 1ATB describes it as, “Conduct Soldierization” and involves three critical tasks: - Instill the Army Values/Warrior Ethos. - Perform standardized physical training. - Master the individual weapon. Many commanders in the brigade describe the content of IET as the “Big Four Priorities,” which include discipline and physical fitness, first aid, marksmanship, and the WT&BD. Clearly, when you look at the allocation of time in the BCT POI or the BCT phase of OSUT, 90 percent of the available time is given to these four priorities. In general, dialogue with the operating force regarding the tasks trained in IET, using a variety of feedback mechanisms, indicates we have it about right. Based on this fact, the training techniques and approaches used in 1ATB are critical in creating the correct conditions to replicate the COE and ensuring IET soldiers are confident in their abilities. Training Techniques and Approaches To effectively complement the change in content of IET, the learning environment presented to IET soldiers is designed to replicate the type of training they will experience in the operating force. The 1ATB uses tried-and-true training techniques and approaches to facilitate learning. The learning environment is characterized by more field training, situational-based training, realistic conditions, training by platoon, and maximizing the precious training resource of time. These new training changes place the training environment in context for IET soldiers; in other words, IET soldiers understand the relationship of the various tasks they have learned relative to how these tasks can be used in combination to support the team in accomplishing its mission. One common suggestion from the operating force regarding change was to increase field time. IET soldiers spend approximately 40 percent of their BCT time in the field learning their craft. This time includes training events requiring extended days in the field to complete an event. This field time does not include training conducted daily at local training sites or on ranges. Regardless of the duration of an event, IET soldiers are outside applying skills they have learned and not sitting in classrooms receiving computer-generated briefings. In the past, IET soldiers would experience one extended situational-based training event at the end of cycle. Today, situational-based training is the standard. The IET soldiers experience a number of situational training exercises (STX) and field training exercises (FTX) during their time in the brigade. Each BCT and OSUT class culminates with a 7-day FTX, following occupation of a forward operating base (FOB) by a troop or company, designed to put their entire training experience in context. The occupation of an FOB for this train ing event is illustrative of the realistic conditions afforded IET soldiers by the cadre. An important aspect of IET training in 1ATB is incorporating realistic conditions in training. As stated earlier, the tasks trained in IET are accurate, but conditions under which these tasks are performed make the difference. In the past, IET soldiers were trained in a very sterile environment focused on performing discrete tasks. Today, IET soldiers perform these tasks under stressful conditions in tactical settings. For example, during first aid training, soldiers learn the basic task of properly evaluating a casualty in the first aid instructional facility. As apart of this first-aid training, soldiers are required to perform this task, wearing tactical equipment, while the team is under fire. The 1ATB uses the combat casualty care site to apply these conditions. The IET soldier very quickly learns the other factors he must consider when his battle buddy is wounded and bullets are flying. To achieve these realistic conditions, training is performed at a — 9 “Training in the 1ATB is primarily conducted at the platoon-level or below. This approach is important, because it sets conditions for other techniques and approaches to be effective. Training at this level facilitates quality training and effective learning. The involvement of drill sergeants, as assistant instructors, in the training of common core tasks greatly enhances the quality of the training.”

level where the instructor-to-student ratio is as low as possible, based on resources, and performance oriented training can be accomplished. Training in the 1ATB is primarily conducted at the platoon-level or below. This approach is important, because it sets conditions for other techniques and approaches to be effective. Training at this level facilitates quality training and effective learning. The involvement of drill sergeants, as assistant instructors, in the training of common core tasks greatly enhances the quality of the training. These ratios ensure quality practical exercises are performed and multiple repetitions of the tasks are given to the IET soldiers. The importance of hands-on training goes without saying and every experienced soldier knows repetition is “the mother of all training.” A vivid example of repetition in training involves the brigade’s weapons immersion program. The program directly supports the IET soldier in his ability to master the individual weapon. The IET soldier is issued his weapon on the second day in the training unit. He keeps the weapon with him at all times during IET; each time he enters a building, he clears the weapon. Drill sergeants require IET soldiers to change their weapon control status throughout the day. Magazines and blank rounds are issued, following weapons qualification, to further stress the importance of this task. The only time the IET soldier will not have his weapon is during church services, during sick call, and on selected days of the course. This program has received very positive feedback from the operating force as indicated by the reduction of negligent discharges by young soldiers in theater. Training at the platoon level is extremely beneficial, but it requires leaders at all levels to truly maximize training time. A commander cannot give his subordinates more time for training, especially in IET, because they must live by a structured training schedule. There are only so many hours in a day and so many days in a course — initiative and innovation become very important traits every cadre member must possess. With these traits in the forefront of their minds, administrative time during the training day can become valuable training time. For example, instead of marching IET soldiers to and from training, drill sergeants can move them tactically as squads or platoons. During the same movement, the cadre evaluates the soldiers’ situational awareness by incorporating an IED along the axis of movement. A drill sergeant can very easily introduce a casualty and require an IET soldier to react and apply immediate aid to his battle buddy. This approach has proven very valuable and beneficial to IET soldiers because it forces them to draw on earlier training events and apply that learning experience throughout the breadth of the course by reinforcing critical skills. The rigor, relevance, and realism of IET have increased significantly in the past 3 years. The changes in the training content of IET are all about the conditions and putting the training in context for the Army’s newest soldiers. What makes IET very exciting and extremely rewarding is the fact that 1ATB has an extremely professional cadre, comprised of countless OIF and OEF veterans, who bring combat experiences and vast knowledge to the training base. The benefits of this are boundless, and the cadre truly puts the training experience in technicolor for IET soldiers through dedication, commitment, and professionalism. The Culture Change — Closing the Transition from Training Base to Operating Force Complementing the change in the content of IET was a focused effort to change the culture of IET, which was designed to create an environment where the transition from training base to operating force is as seamless as possible. It is not possible to make this transition completely seamless, but it is possible to make the transition less dramatic for young IET graduates. The essence of the change in IET culture centers on professional leadership, nothing less and nothing more, with the end state being a soldier who can contribute to the team on arrival at his first operational unit. The cadre of 1ATB clearly understands the results of their efforts are tangible and will have a lasting impact on the future of our Army. Changing the IET culture to meet the intent and desired end state requires the following.

• Command teams establishing a climate where professional leadership is the standard.

• Drill sergeants and instructors taking a squad leader approach.

• Drill sergeants and instructors instilling discipline by placing the stress between the IET solider and meeting the standard.

• Drill sergeants and instructors training IET soldiers in accordance with established regulations and using all leadership tools at their disposal. It all starts at the top. Commanders and command sergeants major must establish a command climate where professional leadership is the standard. The cadre must immerse the IET soldier in an environment where they see what right looks like all the time. An important component of professional leadership is acknowledging that every IET soldier deserves an opportunity to succeed, even though there will be some that do not graduate. IET soldiers want and deserve the knowledge and experience found in the minds of the cadre, and a passion for the profession found in their hearts. The real measure of effectiveness is determined by the subordinate leaders of the cadre, especially the drill sergeants and instructors, and their ability to perform as squad leaders. The most important responsibility a squad leader has is to know his soldiers. Before leaders can lead, they must know their soldiers. This approach is not new to our Army, but it is new to IET and reflects a key component of the change in IET culture. In the past, IET soldiers were viewed as a group of “The importance of hands-on training goes without saying and every experienced soldier knows repetition is “the mother of all training.” A vivid example of repetition in training involves the brigade’s weapons immersion program. The program directly supports the IET soldier in his ability to master the individual weapon.” 10 — individuals. Today, they are members of a team, and their leaders know them as individuals. The image cadre members present to IET soldiers is one of a coach, teacher, mentor, and role model. The cadre uses four guiding principles when leading and training IET soldiers:

• Be fair, firm, and professional in your approach.

• Treat them with dignity and respect.

• Use positive reinforcement, where appropriate, to recognize them for meeting the standard.

• Follow the golden rule: “do unto others as you would have done unto you.” The squad leader approach in IET produces soldiers with a passion for the profession of arms, because he believes that he is part of something larger than himself. In other words, it will not be just a job; the soldier will view it as a profession — a calling. To be an effective member of our profession, IET soldiers must learn and embody discipline to meet and uphold the standard. It is very important to constantly challenge IET soldiers and maximize their performance. Soldiers who have more skill, knowledge, and talent than other soldiers are given more responsibility and are pushed to maximize their full potential. Drill sergeants, in particular, develop an attitude of self-adherence to standards through self-discipline in IET soldiers. This approach is best understood by observing an IET class. For instance, when a cycle (class) starts, IET soldiers have very little responsibility and the tasks are very basic, but they quickly learn the standard from their drill sergeants. As the cycle progresses, IET soldiers gain more personal responsibility, because they know the standard and are being held accountable. As tasks become more complex, IET soldiers are required to draw on earlier training experiences to meet training requirements later in the cycle. As mentioned earlier, success rests in the hands of the subordinate leaders of the cadre. If they enforce the standard and hold IET soldiers accountable for their actions, they will produce a disciplined graduate who is technically and tactically competent. The art of this transformation process involves leadership. The cadre members of 1ATB are well versed in the regulations governing IET and are proficient with the leadership tools at their disposal — no cadre member in 1ATB is prevented from using the full authority of his position. The guidance to the cadre is simple — use all leadership tools and regulatory authority available, just ensure the right tool is used for the job. Each IET soldier is unique and what motivates one individual may not motivate another. It is very easy to choose the easy, ineffective wrong over the hard, very effective right. Professional leaders will always carry the day in IET, because the young men trained by 1ATB are extremely impressionable. Having the type of professional leader in the training base that they will have when they arrive in the operating force will enable an effective transition for IET graduates. To recap the discussion on IET culture, the following guidance was given to the 1ATB cadre in January 2006:

• Treat IET soldiers as soldiers from day one — members of a team — we have ownership and responsibility — like squad leaders.

• Remain oriented on the IET soldier’s success — invest in them. Inspire your soldiers to succeed. Use the “insist and assist” approach.

• Train the IET soldier how to think, rather than what to think — avoid using an assembly-line approach.

• Use small-unit leadership techniques and approaches. They affect how the IET soldier will perform in his first unit. Overcontrol is bad and stifles his initiative.

• Foster an environment where IET soldiers take the initiative by entrusting responsibility from the start and encouraging ideas, thoughts, and feedback.

• Ensure the stress is between the IET soldier and the task (standard), not between the IET soldier and the drill sergeant or instructor. This is done through challenging training, by upholding the established standard for every task, and through leading by example.

• Adjust your leadership style to reach your subordinates — one size does not fit all.

• Remember you are coaches, teachers, mentors, and role models, and most importantly, the most influential component of the IET soldier’s success. You are transforming lives in a very short time. The 1ATB’s cadre works diligently to produce a proficient soldier who will confront the demands of the COE and future operational environments characterized by violence, uncertainty, complexity, and ambiguity. To meet these realities, 1ATB must produce soldiers who are imbued with the Army Values and the Warrior Ethos and possess the following attributes:

• Self-discipline — do what’s right without being told. “The rigor, relevance, and realism of IET have increased significantly in the past three years. The changes in the training content of IET are all about the conditions and putting the training in context for the Army’s newest soldiers. What makes IET very exciting and extremely rewarding is the fact that 1ATB has an extremely professional cadre, comprised of countless OIF and OEF veterans, who bring combat experiences and vast knowledge to the training base.” Continued on Page 48 — 11 ing force requires, we need your continued support and constant feedback. In terms of support, the drill sergeant has historically been the most influential noncommissioned officer in an enlisted soldier’s career. This remains true today, but the first squad leader or tank commander the IET graduate receives in the operating force will be an equally influential leader in the soldier’s development and career goals. For this reason, it important for junior leaders in the operating force to understand the content and context of IET and the approaches and techniques we are using to transform civilians into soldiers. Armed with this information, the transition from the training base to the operating force will be more seamless than it has been in the past. As this article points out, IET is not soft. The requirements and standards IET soldiers must meet to graduate produces high caliber soldiers who meet the Army’s needs. The 1ATB very much appreciates constructive feedback. We use various forums to gather comments, which include the web-based annual field surveys sent to IET graduates and first-line leaders (supervisors) in the operating force. We administer the same web-based supervisor survey to the Maneuver Advanced Noncommissioned Officer Course (M-ANCOC) and the Basic Noncommissioned Officer Course (BNCOC) for 19Ks and 19Ds. To support the collection of valuable feedback, 1-81 AR has a 63A and 63M BNCOC web-based supervisor line leader survey. The 1ATB has a forum site on MountedManeuverNet with discussion threads posted. Of equal importance is the feedback we receive from IET graduates as they prepare to depart for the operating force. We use web-based surveys to gather feedback on IET with a focus on how well the soldiers learned and the type of leadership they experienced during training. The soldiers of 1ATB know we perform our mission day in and day out for the operating force. It is essential we remain partners with the operating force in this effort because we all have a vested interest in the future of this great institution. With this in mind, 1ATB remains focused on producing soldiers who know “how to think,” who possess the ability to be a combat multiplier, and who will be contributors on arrival at their first operational unit.

SOLDIERS OF STEEL!

Colonel Peter Utley is currently the commander, 1st Armor Training Brigade, Fort Knox, KY. He received a B. S. from The Citadel and an M. A. from the Naval War College. His military education includes The Naval War College, Armed Forces Staff College, U. S. Army Command and General Staff College, and Armor Officer Advanced Course. He has served in various command and staff positions, to include chief, Current Operations and Contingency Plans, Headquarters, Department of the Army, G3, Washington, D. C., director of training, U. S. Army Europe and 7th Army Training Command, Grafenwoehr, Germany; commander, 2d Battalion, 63d Armor, 1st Infantry Division, Vilseck, Germany; and assistant operations officer, U. S. Central Command, J3, MacDill Air Force Base, FL. Initial Entry Training from Page 11