Training Today’s Soldiers: The 46th Infantry Perspective

The mission of basic combat training (BCT) is to produce well-disciplined, motivated, and mentally and physically fit future combat service support soldiers, who are ready to immediately contribute to a values-based Army. While this mission remains constant, the fact that we are a Nation at war, the conditions of the modern battlefield, and the daily interchange between combat commands currently engaged in combat operations and those assigned to the U. S. Army Training and Doctrine Command (TRADOC), have all trans formed the training methodology by which BCT units promote the health of the Army. Prior to 11 September 2001, we were essentially a Nation at peace. BCT primarily revolved around developing self-disciplined and mentally and physically fit soldiers. As such, training foci centered on soldierization, drill and ceremonies, military customs and courtesies, and basic rifle marksmanship (BRM) because BCT graduates had maximum time at initial permanent duty stations to train on specific individual and collective tasks they may have been called upon to employ during wartime. However, this is no longer the case; today’s BCT graduate is expected to immediately contribute to an Army at war. This necessitates soldiers departing BCT with baseline knowledge and skill sets that qualify them to shoot, move, communicate, and render first aid to self and others immediately on integration with their unit downrange. Accordingly, in addition to yesteryear’s instruction, today’s BCT soldier receives instruction and participates in practical exercises (PEs), situational training exercises (STXs), and field training exercises (FTXs), as applicable, in the below listed concentrations of study:

• Shoot — BRM and advanced rifle marksmanship (ARM) training on the M16A2 rifle; land mine, improvised explosive device (IED), unexploded ordnance (UXO), and hand grenade training; and familiarization training on the AT4, M203 grenade launcher (GL), M240B machine gun (MG), M249 squad automatic weapon (SAW), and M2.50-caliber MG.

• Move — basic land navigation training, to include determining ground location and moving from one point to another dismounted.

• Communicate — perform voice communications on a RT-1523E single chan nel ground and airborne radio system (SINCGARS).

• First aid — casualty evaluation, to include cardiopulmonary resuscitation; combat lifesaving measures for open abdominal, chest, and head wounds; and combat lifesaving measures for extremity bleeds.

• Fight — move under direct fire; react to direct and indirect fire while dismounted and mounted; hand-to-hand combatives; react to UXO/IED; and nuclear, biological, chemical (NBC) training.

• Battle drills — react to chemical attack, react to direct/indirect fire, and react to near/far ambush and squad attack. The intent underlying this change in training methodology is the need to address current combatant commands’ requirement for plug-and-play soldiers who can be integrated more easily into home-station units. The 46th Infantry Regiment transforms civilian volunteers into technically and tactically competent soldiers through a comprehensive three-phased soldierization program. Each phase has associated goals to provide intermediate objectives that give soldiers a common direction and purpose and serve as milestones during BCT. The training cadre informs soldiers of the goals and standards for each phase of training; and movement from each phase is viewed as agate for each soldier. At the conclusion of a phase, the training cadre evaluates each soldier’s performance according to phase standards before advancing him to the next gate. Phase I Phase I, the Red Phase, encompasses training weeks 1, 2, and 3 of BCT and consists of an environment of total control, where active, involved, positive leadership is used to begin the transformation of civilian volunteers into soldiers. Specific to this training period are activities devised to promote strict attention to detail, conformance to established standards, and effective teamwork; in other words, self-discipline. Of equal emphasis is physical fitness. Given that soldiers report to BCT with varied physical fitness levels, the primary foci of the physical train ing (PT) program are to safely train soldiers to meet the Army Physical Fitness Test (APFT) graduation requirements of BCT; meet the physical demands of their military duties; and prepare them to better stem the physical and mental dullness that accompanies combat fatigue. In sum, the primary purpose of Red Phase is to lay the foundations of self-discipline and physical fitness on which the pillars of shoot, move, communicate, and render first aid to self and others are soon to be laid. However, soldiers are also required to undergo a multitude of soldierization classes and receive instruction and PEs in the areas of first aid, communications, NBC, land navigation, rifle bayonet, and hand-to-hand combatives. Phase II Phase II, the White Phase, encompasses training weeks 4, 5, and 6 of BCT and is centered on the development of basic combat skills, with special emphasis on weapons proficiency with the M16A2 rifle. For 2 weeks, soldiers receive intensive BRM instruction and live-fire training on the M16A2 rifle. This training culminates with a for-record qualification of the M16A2 rifle, immediately followed by 2 days of ARM training, where soldiers are taught reflexive fire drills in day/ night environments and with and without day/night ocular devices. The White Phase concludes with hand grenade qualification training, familiarization training on the AT4, the M203 GL, the M240B MG, the M249 SAW, the M18A1 Claymore, and instruction on land mine/UXO/IED warfare with PEs. White Phase also incorporates skill sets learned during Red Phase, such as conducting various foot movements and road marches to and from ranges in the form of STXs. Resultantly, skill development, self-discipline, and team building characterize White Phase. Phase III Phase III, the Blue Phase, encompasses training weeks 7, 8, and 9 of BCT. This final training phase concentrates on continued individual skill development, self-discipline, and a demonstration of teamwork, which is encapsulated during a 7- day FTX, known as Warrior Challenge. During training week 7, the training cadre train soldiers, formally and informally, on collective tasks, such as checkpoint operations, convoy operations, urban operations, and squad battle drills, in preparation for the forthcoming Warrior Challenge during training week 8. Warrior Challenge is the capstone event of BCT. It is 168 hours of continuous operations designed to evaluate soldiers and squads on their ability to perform a set of prescribed individual and collective tasks in a combat environment filled with activity both from within and outside the forward operating base (FOB). Further, the FTX enables training cadre to more closely approximate the effects of mental and physical stressors, combined with fatigue, which soldiers will encounter when they enter the force. On Saturday of training week 7, soldiers deploy, as a company, on a 10k tactical road march to the FOB. During the course of this foot movement, soldiers encounter three STXs, requiring the use of both individual and collective tasks for successful mission completion. On establishment of the FOB, soldiers divide the next 48 hours between constant FOB operations and individual task testing in preparation for future operations. “On Friday, training week 8, each squad conducts urban operations at the Burcham Urban Assault Course, which familiarizes soldiers with the arduous conditions of the current battlefield landscape that shortly befalls them on entering the force. Using paintballs to provide instant feedback is significant to achieving desired lessons learned during this urban operations training.” — 47

On Monday and Tuesday of training week 8, soldiers divide their time between amounted combat patrol live fire exercise (MCPLFX) at Yano Range and FOB operations. The MCPLFX at Yano Range is designed to test soldiers’ reaction to contact, both mounted and dismounted, using dismounted and mounted enemy contacts and IEDs. Wednesday and Thursday of training week 8 is devoted to the Warrior Challenge STX lanes. In this event, individual squads, under the command and control of a training cadre, conduct three successive STX lanes, which includes conduct vehicle resupply (STX 1); conduct movement to contact (STX 2); and conduct security patrol/enter and clear a building (STX 3). Each STX lane is designed to evaluate individual and team skill proficiencies under duress. Specifically, during STX 1, each squad is required to conduct a vehicle resupply mission where the squad is required to react to direct fire while mounted, and react to an IED while mounted and close to ambush dismounted. During STX 2, each squad is required to conduct a dismounted movement to contact where the squad is subjected to sniper fire and ultimately must conduct a squad attack on a known objective. During STX 3, each squad is required to ter and clear a building housing an insurgent remnant. Of note, is the fact that the difficulty level for each sequential event, from the beginning of STX 1 to the ending of STX 3, is predicated on the soldier’s ability as an individual and as a squad member to identify, assess, and use readily accessible information throughout the operation. The greater the situational awareness exhibited by a squad, the easier the iteration, and vice versa. On Friday, training week 8, each squad conducts urban operations at the Burcham Urban Assault Course, which familiarizes soldiers with the arduous conditions of the current battlefield landscape that shortly befalls them on entering the force. Using paintballs to provide instant feedback is significant to achieving desired lessons learned during this urban operations training. On Friday evening, training week 8, the soldiers redeploy, as a company, on a 15k tactical road march to the company barracks. During the course of this foot movement, the soldiers again encounter three STXs requiring the use of both individual and collective tasks for successful mission completion. The soldiers are also required to negotiate the night infiltration course during the course of this movement. and follow-on training at advanced individual training (AIT). By graduation, these soldiers should have learned that self-discipline and physical fitness, combined with the ability to shoot, move, communicate, render first aid, and be a team participant, equals battlefield survival. In truth, the desired endstate of BCT is the graduation of technically and tactically proficient soldiers who are confident in their individual skill competencies; in other words, riflemen are shipped off to AIT to learn their respective military occupational specialties (MOSs), knowing full well they are expected to be riflemen first. Recent Training Innovations Identification of peer leaders. Initially, soldiers are selected for key leadership positions based on education levels and past experiences from programs such as Reserve Officers’ Training Corps (ROTC) and Boy Scouts. These soldiers assist the training cadre with integrating soldiers into the BCT environment. On training day 1, soldiers conduct Victory Trace, a course designed and developed to be successfully negotiated only through teamwork. Given the mental and physical stressors imposed on soldiers by the task, standard, and conditions for each event, the training cadre can readily identify soldiers who possess natural leadership abil- “On Friday evening, training week 8, the soldiers redeploy, as a company, on a 15k tactical road march to the company barracks. During the course of this foot movement, the soldiers again encounter three STXs requiring the use of both individual and collective tasks for successful mission completion. The soldiers are also required to negotiate the night infiltration course during the course of this movement.” conduct a security patrol that culminates with the squad entering and clearing a building. During the conduct of this mission, the squad is exposed to indirect fire, encounters civilians on the battlefield (COBs), and is finally forced to en-The soldiers return to the company barracks on Saturday morning where they undergo rites of passage. The final week of training is spent conducting recovery operations, equipment turn-in, and out processing in preparation for graduation ities. In addition to promoting teamwork as a critical aspect of Army operations, Victory Trace is also a tool by which the training cadre proofs its initial leadership selections. Physical training (PT). On training day 1, soldiers are administered a 1-1-1 diagnostic APFT. The results of this diagnostic tool are used to determine the baseline physical fitness level for each train- 48 — ing platoon, and for the company as whole. A stair-step approach to physical training is then applied, which is designed to prevent injury and better promote soldiers’ ability to meet the BCT for-record APFT standard; for example, 50/50/50 in each fitness event for a minimum score of 150 points. Casualty of the day. On completion of first-aid training during training week 2, importance of being situationally aware at all times (complacency kills soldiers). Following this block of instruction, the training cadre emplaces IED training aids in and around the company area to check ement in contact to react to an ambush; evaluate, treat, and transport casualties; and conduct an enemy prisoner of war search. These STXs, coupled with the ESS and IED exercises, all emphasize “The third STX involves contact with a squad-sized enemy unit, requiring the element in contact to react to an ambush; evaluate, treat, and transport casualties; and conduct an enemy prisoner of war search. These STXs, coupled with the ESS and IED exercises, all emphasize accurate and constant observance of the operating environment — inattention to detail greatly jeopardizes mission accomplishment.” each squad is assigned primary and alternate aid and litter teams with the task to evaluate, treat, and transport any and all casualties that may be incurred during the course of the day. One or more casualties are then assessed during a foot movement either to or from the dining facility or during a training event outside the company footprint. While the squad establishes 360-degree security, the primary and alternate aid and litter teams must evaluate and subsequently treat one or more casualties. Once casualties are stabilized, they are transported via pole-less litter by the aid and litter teams, under the security of the squad, to a designated terminal point for the event. Every soldier as a sensor (ESS). Soldiers are trained to accurately observe details related to the commander’s critical information requirements (CCIR) in an area of operations, and to accurately report their experiences, perceptions, and judgments concisely, accurately, and use-fully. As future leaders, it is imperative that soldiers understand how to optimize the collection, processing, and dissemination of information within their organization to generate timely intelligence. Improvised explosive device (IED). Soldiers are informally introduced to IEDs by the training cadre during the initial week of training. This instruction familiarizes soldiers with the various types of IEDs, IED-emplacement techniques, and the training; should soldiers fail to observe and report these IEDs, the casualty-ofthe-day scenario takes effect. Standardization of tactical road marches. The tactical road march is no longer just a means of promoting soldiers’ physical strength and stamina; it is also designed to promote situational awareness. Every tactical road march that is 8 or more kilometers in length now has a minimum of two STXs. Typically, the first STX involves an encounter with COBs, requiring the element in contact to dominate the battlespace, establish rapport, glean, and disseminate information to promote the company’s situational awareness. The second STX involves an encounter with an IED, which requires the element in contact to identify, assess, and control the situation. If the contact element successfully identifies the IED and conducts the react to IED battle drill, no casualties are assessed. If, on the other hand, the element in contact fails to identify the IED, the IED detonates, resulting in multiple casualties that must be evaluated, treated, and subsequently transported. The third STX involves contact with a squad-sized enemy unit, requiring the el-accurate and constant observance of the operating environment — inattention to detail greatly jeopardizes mission accomplishment. Obviously, BCT has drastically changed over the past couple of years. As we are constantly reminded, we are an Army at war; as such, it is incumbent that BCT units continue to be versatile and agile to meet the needs of combatant commands. This requires a constant dialogue with combatant commands to identify and assess how to better address their needs. Ultimately, our objective is to field soldiers that combatant commands can readily employ within their units without reservation, be it an Army at peace, conflict, or war. Captain Winn S. Blanton is currently serving as commander, A Company, 2d Battalion, 46th Infantry, Fort Knox, KY. He received a B. S. from the University of Maryland. His military education includes U. S. Army Command and General Staff College, Infantry Captains Career Course, and Infantry Officer Basic Course. He has served in various command and staff positions, to include task force liaison officer, 3d Battalion, 15th (3-15) Infantry (Mechanized), Fort Stewart, GA, and rifle platoon leader, A Company, 3-15 Infantry, Fort Stewart. — 49

The current Army plan (per the 2006 QDR) is to fully resource only 28 BCTs (6 heavy, 21 infantry, and 1 Stryker). The two new proposed SBCTs would have to be fully equipped at the cost of approximately $800M each. The three additional HBCTs would cost about $900M each and the three IBCTs would cost about $500M each. An investment of less than $6B in new equipment is a modest price (about one and a half percent of the total Department of Defense budget) for adding eight more BCTs to the force. It would also be necessary to grow the ARNG by 10,000 soldiers to man the two proposed SBCTs. A force of 36 BCTs and 360,000 National Guardsmen would allow the ARNG to answer the concerns of the House-Senate Conference Committee, generate the forces required by the Army Force Generation Model, and still retain a robust force for use by state governors. Based on the “one year deployed and five years at home” methodology laid out in this model, the ARNG would have the capability to supply six BCTs every year to the Army for overseas deployment, as opposed to four, using the forces recommended by the 2006 QDR. The mix of these BCTs would vary every other year from four IBCTs, one HBCT, and one SBCT to four IBCTs and two HBCTs. This would enable the ARNG to field a significant amount of combat power on a regular rotational basis. Increasing the number of BCTs in the ARNG is very affordable; until mobilized, an ARNG unit’s annual costs are about one-tenth of an AC unit’s costs. The ARNG BCTs have proven their effectiveness in combat. Growing the ARNG by 10,000 spaces to a total of 360,000 and increasing the number of BCTs to 36 has the additional benefit of increasing state capabilities for homeland defense and disaster relief. The Chief of Staff, Army has been calling for an increase in the Army’s troop strength due to the pressures of the COE. Why not grow the dual-mission ARNG to 36 BCTs as part of this increase? We are at a critical point in the history of the Guard and our Nation. Ensuring the proper alignment of manpower, unit, and equipment levels to adequately support the ARNG’s current and projected future missions is a key issue facing our Nation. We must ensure that the conditions are set for our soldiers to prevail in all missions assigned, at home and abroad. To be successful, we need more boots on the ground, not less. The Army National Guard is an important part of the answer — at an affordable price! Notes 1Stephen Daggett, Congressional Research Service (CRS) Report for Congress, “Defense: FY 2007 Authorization and Appropriations, The Library of Congress, Washington, DC, May 5, 2006, p. CRS-8. 2Lawrence Korb, Loren Thompson, and Caroline Wadhams, “Army Equipment After Iraq,” Center for American Progress, online at http://www.americanprogress.org/kf/equipment_ shortage.pdf, April 2006, p. 9. Retired Major General Wesley E. Craig commanded combat units at every level from company through division during his 38-year career. While serving as commanding general, 28th Infantry Division (ID), he oversaw the mobilization, deployment, and redeployment of 1,200 soldiers to Kosovo and 5,000 to Iraq and Afghanistan, as well as the transition of the 56th Brigade, 28th ID from mechanized infantry to the Army National Guard’s only Stryker brigade combat team. “In recent years, the U. S. Army developed and fielded the Stryker brigade combat team (SBCT). The SBCT is built around a digital network that shares situational awareness with all commanders at all levels simultaneously. The brigade is mounted in the Stryker family of vehicles, which are medium weight, extremely mobile, wheeled, and armor protected. They have proven to be ideally suited for combat in Iraq.” Army National Guard from Page 25 50 —