TE-19_Army_Regulation_350-50.pdf

Army Regulation 350–50

Training

Combat Training Center Program

Headquarters Department of the Army Washington, DC 3 April 2013

UNCLASSIFIED

SUMMARY of CHANGE

AR 350–50

Combat Training Center Program

This major revision, dated 3 April 2013--o Adds Chief of Staff, Army vision and guidance (para 1-5a and 1-5b).

o Adds Joint context (paras 1-5c, 1-5d,and 1-5j).

o Updates Combat Training Center training focus (para 1-5f).

o Discusses role of mission rehearsal exercises and mission readiness exercises (para 1-5i).

o Adds Joint National Training Capability (para 1-5j).

o Adjusts the scope of Combat Training Centers (para 1-5k).

o Defines scope and purpose of role players and civilians on the battlefield (para 1-6b(3)(b)).

o Adds Combat Training Center Accreditation Program (para 1-6d).

o Adds provision for U.S. Army Training and Doctrine Command operational environment assessment support to the Combat Training Centers on a semiannual basis (para 2-1).

o Changes Commanding General, U.S. Army Forces Command “operational control” of Joint Readiness Training Center and National Training Center Operations Groups to “command” (para 2-14b).

o Assigns Commanding General, U.S. Army Forces Command responsibility of providing doctrinally based, performance oriented after action reviews to the rotational training units (para 2-14e).

o Expands Army Special Operations Forces integration throughout the Combat Training Center Program (para 2-18 and 3-2d(5)).

o Incorporates July 2004 Chief of Staff, Army guidance reference foreign nation integration into Combat Training Center training and the Deputy Chief of Staff, G-3/5/7 continental United States Combat Training Center approval authority (app B).

o Aligns regulation with AR 350-1 (throughout).

o Changes Battle Command Training Program to Mission Command Training Program (throughout).

Headquarters Department of the Army Washington, DC 3 April 2013

Training

Combat Training Center Program

*Army Regulation 350–50

Effective 4 May 2013

H i s t o r y . T h i s p u b l i c a t i o n i s a m a j o r revision.

S u m m a r y . T h i s r e g u l a t i o n e s t a b l i s h e s policy for Armywide management of the Combat Training Center Program.

Applicability. This regulation applies to t h e A c t i v e A r m y , t h e A r m y N a t i o n a l Guard/Army National Guard of the United States, and the U.S. Army Reserve, unless otherwise stated.

Proponent and exception authority.

The proponent of this regulation is the Deputy Chief of Staff, G–3/5/7. The pro-ponent has the authority to approve ex-ceptions or waivers to this regulation that a r e c o n s i s t e n t w i t h c o n t r o l l i n g l a w a n d regulations. The proponent may delegate this approval authority, in writing, to a d i v i s i o n c h i e f w i t h i n t h e p r o p o n e n t agency or its direct reporting unit or field operating agency, in the grade of colonel or the civilian equivalent. Activities may request a waiver to this regulation by pro-v i d i n g j u s t i f i c a t i o n t h a t i n c l u d e s a f u l l analysis of the expected benefits and must i n c l u d e f o r m a l r e v i e w b y t h e a c t i v i t y ’ s senior legal officer. All waiver requests will be endorsed by the commander or s e n i o r l e a d e r o f t h e r e q u e s t i n g a c t i v i t y and forwarded through their higher head-quarters to the policy proponent. Refer to AR 25–30 for specific guidance.

Army internal control process. This regulation contains internal control provi-sions in accordance with AR 11–2 and identifies key internal controls that must be evaluated (see appendix C).

S u p p l e m e n t a t i o n . S u p p l e m e n t a t i o n o f this regulation and establishment of com-mand and local forms are prohibited with-out prior approval from the Deputy Chief o f S t a f f , G – 3 / 5 / 7 ( D A M O – T R ) , 4 0 0 A r m y P e n t a g o n , W a s h i n g t o n D C 20310–0400.

Suggested improvements. Users are invited to send comments and suggested improvements on DA Form 2028 (Recom-m e n d e d C h a n g e s t o P u b l i c a t i o n s a n d Blank Forms) directly to the Headquarters Department of the Army, Deputy Chief of

Staff, G–3/5/7 (DAMO–TR), 400 Army Pentagon, Washington, DC 20310–0400.

Committee management. AR 15–1 re-quires the proponent to justify establish-i n g / c o n t i n u i n g c o m m i t t e e ( s ) , c o o r d i n a t e draft publications, and coordinate changes in committee status with the U.S. Army Resources and Programs Agency, Depart-ment of the Army Committee Manage-ment Office (AARP–ZA), 9301 Chapek Road, Building 1458, Fort Belvoir, VA 22060–5527. Further, if it is determined t h a t a n e s t a b l i s h e d “ g r o u p ” i d e n t i f i e d within this regulation, later takes on the characteristics of a committee, as found in the AR 15–1, then the proponent will fol-l o w a l l A R 1 5 – 1 r e q u i r e m e n t s f o r e s -tablishing and continuing the group as a committee.

Distribution. This publication is availa-ble in electronic media only and is in-tended for command levels C, D, and E for the Active Army, the Army National Guard/Army National Guard of the United States, and the U.S. Army Reserve.

Contents (Listed by paragraph and page number)

Chapter 1 Introduction, page 1 Purpose • 1–1, page 1 References • 1–2, page 1 Explanation of abbreviations and terms • 1–3, page 1 Responsibilities • 1–4, page 1 Vision, guidance, and objectives • 1–5, page 1 Concepts • 1–6, page 4

*This regulation supersedes AR 350–50, dated 24 January 2003.

AR 350–50 • 3 April 2013 i

UNCLASSIFIED

Contents—Continued

Chapter 2 Responsibilities, page 7 Assistant Secretary of the Army (Acquisition, Logistics and Technology) • 2–1, page 7 Chief Information Officer/G–6 • 2–2, page 7 Chief of Public Affairs • 2–3, page 7 Deputy Chief of Staff, G–1 • 2–4, page 7 Deputy Chief of Staff, G–2 • 2–5, page 7 Deputy Chief of Staff, G–3/5/7 • 2–6, page 8 Deputy Chief of Staff, G–4 • 2–7, page 8 Deputy Chief of Staff, G–8 • 2–8, page 8 Assistant Chief of Staff for Installation Management • 2–9, page 9 Director, Army National Guard • 2–10, page 9 Chief, Army Reserve • 2–11, page 9 Commanding General, U.S. Army Corps of Engineers • 2–12, page 9 Chief of Engineers • 2–13, page 10 Commanding General, U.S. Army Forces Command • 2–14, page 10 Commanding General, U.S. Army Training and Doctrine Command • 2–15, page 11 Commanding General, U.S. Army Europe • 2–16, page 12 Commanding General, U.S. Army Pacific • 2–17, page 13 Commanding General, U.S. Army Special Operations Command • 2–18, page 14 Commanding General, Eighth U.S. Army • 2–19, page 14 Commanding General, U.S. Army Test and Evaluation Command • 2–20, page 14 Commanding General, U.S. Army Network Enterprise Technology Command and 9th Signal Command (Army)

• 2–21, page 15 Commanding General, U.S. Army Medical Command • 2–22, page 15 Commander, U.S. Army Combat Readiness Center • 2–23, page 15 Deputy Commanding General, U.S. Installation Management Command • 2–24, page 15 Commanders, Combat Training Centers (Mission Command Training Program, Joint Multinational Readiness Center, Joint Readiness Training Center, and National Training Center) • 2–25, page 15 Program Executive Office for Army Simulation, Training, and Instrumentation • 2–26, page 16 Program executive officers and/or project managers • 2–27, page 16

Chapter 3 Combat Training Center Program Planning and Management, page 16 Policies • 3–1, page 17 Training strategy • 3–2, page 17 Combat Training Center Program Organization and Management • 3–3, page 19 Combat Training Center Master Plan • 3–4, page 21 Scheduling • 3–5, page 21 Combat Training Center capabilities and/or rotation requirements • 3–6, page 21

Appendixes

A. References, page 23

B. Use of Combat Training Center by other Nations, page 26

C. Internal Control Evaluation, page 32

Table List

Table 1–1: Combat Training Center Program observer coach trainer focus, page 5 Table 3–1: Combat Training Center Program council of colonels membership, page 20 Table B–1: Request for training at continental United States Combat Training Center from another nation, in accordance with AR 12–15, page 27 Table B–2: Request for training at continental United States Combat Training Center from another nation, in accordance with AR 12–15 (support provided under an foreign military sales case), page 28 ii AR 350–50 • 3 April 2013

Contents—Continued

Table B–3: Request to train another nation at continental United States Combat Training Center from U.S. sponsor, in accordance with AR 12–15 (support provided under provisions of a reciprocal unit exchange agreement), Table B–4: Request to train another nation at continental United States Combat Training Center from U.S. sponsor, in accordance with AR 12–15 (support provided with U.S. funding, for example, foreign military financing), Table B–5: Request for visit to the Combat Training Center from another nation, in accordance with AR 380–10, Table B–6: Request for visit to the Combat Training Center from U.S. sponsor, in accordance with AR 380–10, Figure List

Figure 3–1: Combat Training Center Program organization and management, page 19

Glossary iiiAR 350–50 • 3 April 2013

Chapter 1 Introduction

1–1. Purpose This regulation describes the objectives, organizations, and concept of operations for the Department of the Army (DA) Combat Training Center (CTC) Program. It also designates Headquarters, Department of the Army (HQDA), Deputy Chief of Staff, G–3/5/7 (DCS, G–3/5/7) as the CTC Program Director with program execution authority on behalf of the Chief of Staff, Army (CSA). Finally, it prescribes CTC Program responsibilities, policies, and planning and programming guidance for the shared command and control, management and administration, and advisory roles of the U.S. Army Training and Doctrine Command (TRADOC), U.S. Army Forces Command (FORSCOM), and U.S. Army, Europe (USAREUR).

1–2. References Required and related publications and prescribed and referenced forms are listed in appendix A.

1–3. Explanation of abbreviations and terms Abbreviations and terms used in this regulation are defined in the glossary.

1–4. Responsibilities Responsibilities are listed in chapter 2.

1–5. Vision, guidance, and objectives

a. Vision The purpose of the CTC Program is to generate ready units and agile leaders who are confident in their ability to operate in complex environments. The CTCs will lead the Army’s transition to unified land operations as described in ADP 3–0. This transition includes a bridging period when CTCs sustain the Army’s seasoning in irregular warfare and re-establish training superiority in major combat operation skills. Success is defined as growing the next generation of adaptive Army leaders and providing relevant land forces for Army Force Generation (ARFORGEN) requirements; both equally skilled and trained to standard in offense, defense, and stability operations. The CTC Program has led Army cultural changes throughout its history. The challenge in this period is to identify innovative training methods to reduce overhead without sacrificing training quality, standards, or outcomes.

b. Objectives.

(1) Focus on a mission-essential task list (METL) with training for combat operations as part of the Joint team.

(2) Train for unified land operations and decisive action missions including: offense, defense, stability, and defense support of civil authorities.

(3) Stress realistic, sustained, multi-echelon, and fully integrated collective combat training for brigade combat teams (BCTs), multifunctional support brigades, functional support brigades, division and corps headquarters, Army service component commands (ASCCs), and operational headquarters training to fulfill missions as Joint Force Land Component Commands (JFLCCs) or Joint Task Forces (JTFs).

(4) Focus on performance-oriented training in a realistic tactical or operational environment assessed against established tasks, conditions, and standards.

(5) Support achieving and sustaining leader development and unit warfighting readiness using a combination of integrated live, virtual, and constructive (LVC) simulations.

(6) Facilitate commanders’ readiness assessment through live-fire, force-on-force, and computer-simulated exercises that integrate all aspects of lethal and nonlethal effects, tailored to the operational environment from platoon to corps-level and based on unit warfighting focus and CTC capabilities.

(7) Include instrumented urban operations (UO) training experience during the rotation.

(8) Incorporate reception, staging, onward movement, and integration (RSOI) operations, regeneration, and deploy-ment training.

(9) Fully integrate decisive actions.

(10) Execute mission rehearsal exercises (MREs) for brigades and below and mission readiness exercises (MRXs) for divisions and above, as required.

c. Mission. The CTC Program will provide realistic Joint and combined arms training, according to Army and Joint doctrine, approximating actual combat. The CTC Program—

(1) Provides commanders, staffs, and units an operational experience focused on unit readiness balanced with leader development requirements.

(2) Increases unit readiness for deployment and warfighting.

(3) Produces bold, innovative leaders through stressful tactical and operational exercises.

(4) Facilitates dissemination of doctrine throughout the Army.

(5) Provides feedback to the Army and Joint participants to improve warfighting.

1AR 350–50 • 3 April 2013

(6) Provides a data source for lessons learned to improve doctrine, organization, training, materiel, leadership and education, personnel, and facilities (DOTMLPF) to prepare for unified land operations.

(7) Embeds most recent tactics, techniques, and procedures from current operations in theater to better prepare follow-on units.

d. Rigor. During a fixed site CTC experience, commanders will train with the equipment they would expect to take to war, to the extent possible. During an exportable training capability (ETC) experience, commanders may have to train with fewer resources than what they may deploy with; however, the ETC will train whatever capability the unit has available. In order to provide a realistic training environment, each CTC will—

(1) Provide an environment in which rotational unit commanders can train to established standards (for example, METL, Combined Arms Training Strategy, and approved training guidance).

(2) Replicate (not duplicate) the operational environment (OE) of the theater to which the unit will likely deploy.

(3) Conduct doctrinally based after action reviews (AARs) focused on observed performance that enables Soldiers and leaders to discover for themselves what happened, why it happened, and how to sustain strengths and overcome weaknesses.

(4) Stress all warfighting functions in decisive air-ground unified land operations where both lethal and nonlethal solutions could be employed.

(5) Provide a freethinking, capabilities-based, opposing force (OPFOR) with an equal chance to win.

(6) Develop tactical or operational level of war scenarios where the outcome is not assured and that promote initiative-oriented warfighting skills for commanders.

(7) Ensure consequences of military decisions are fully played out.

(8) Dedicate a portion of the rotation to retraining those tasks which the commander deems essential for their unit to increase proficiency. (Retraining is not an indication of failure.)

(9) Execute training in compliance with applicable safety regulations and other applicable safety publications (for example, AR 385–10, AR 385–63, DA Pam 385–30, and other applicable publications).

e. Combat training centers. The CTC Program includes the Mission Command Training Program (MCTP, formerly known as the Battle Command Training Program); Joint Multinational Readiness Center (JMRC), including its ETC;

Joint Readiness Training Center (JRTC); and the National Training Center (NTC). JMRC, JRTC, and NTC are collectively referred to as the maneuver CTCs (MCTCs) or fixed CTC sites. The JMRC-provided ETC executes live force-on-force maneuver training at a designated training location.

(1) The MCTP, located at Fort Leavenworth, KS, is the Army’s primary CTC for mission command training using constructive simulations. MCTP supports the ARFORGEN training and mission preparation progression and other Army requirements. MCTP conducts or supports combined arms training that simulate unified land operations in the OE, at worldwide locations. The MCTP provides training events for BCTs, multifunctional support brigades, functional support brigades, divisions, corps, ASCCs, and JFLCCs, JTFs, and in accordance with the ARFORGEN readiness model. MCTP provides training in coordination with Joint Staff J7 to commands and/or staffs that are designated to serve as a JTF. The MCTP creates training experiences that enable the Army’s senior mission commanders to develop current, relevant, and campaign-quality, Joint and expeditionary mission command instincts and skills.

(2) The JMRC, in a forward deployed environment at Hohenfels, and Grafenwoehr, Germany, trains BCTs by conducting force-on-force and live-fire training in a joint scenario across the range of conflict, using an LVC training model, as portrayed by a professional OPFOR and controlled by an expert and experienced operations group (OPS GRP). Training occurs under tough, realistic, combat-like conditions across a wide range of likely tactical operations and MREs capable of full integration into higher-level exercises and scenarios. Within the ARFORGEN readiness model, JMRC will normally focus on collective training events supporting USAREUR BCTs in the available force pool. JMRC is a fixed site MCTC with the ability to conduct ETC missions. JMRC has the capability to support continental United States (CONUS) ARFORGEN ETC events, if directed.

(3) An ETC provides a BCT level exercise that includes elements of all the traditional pillars of the CTC program, conducted at a Power Generation Platform, home station, or other designated location. Within the ARFORGEN readiness model, the JMRC-provided ETC exercises will primarily focus on training support for BCTs as early as the rotational training unit (RTU) resources will allow during the train/ready force pool cycle; however, they will retain the flexibility and capability to conduct MREs supporting BCTs transitioning between the train/ready and available force pools during operational surge situations and/or periods when fixed sites are unavailable. The JMRC-provided ETC expands the capacity of the CTC Program by taking the exercises to where the training is required, thereby supporting a Joint expeditionary mindset. The JMRC-provided ETC simultaneously includes all BCT components, which could include training in an LVC environment, to fully exercise the entire BCT organization in a field environment during the execution of a force-on-force tactical scenario. The JMRC-provided ETC will provide training and assistance to a designated unit to operate as the OPFOR against the rotational BCT.

(4) JRTC at Fort Polk, LA and NTC at Fort Irwin, CA train Army BCTs by conducting force-on-force and live-fire training in a Joint scenario across the range of conflict using an LVC training model as portrayed by a professional OPFOR and controlled by an expert and experienced OPS GRP. Training occurs under tough, realistic, combat-like conditions across a wide range of likely tactical operations and MREs capable of full integration into higher-level

2 AR 350–50 • 3 April 2013 exercises and scenarios. Within the ARFORGEN readiness model, JRTC and NTC will normally focus on collective training events supporting BCTs transitioning between the train/ready and available force pools. However, JRTC and NTC may also be tasked to execute METL-focused rotations in support of BCTs progression through the train/ready force pool when required by ARFORGEN demands.

f. Training focus. The CTCs are the “engine of change” for collective training in the Army. What is trained and exercised at the CTCs drives training across the Army. The CTC methodology is an approach to excellence and not necessarily a specific place or a fixed location. Whether collective training is conducted at a fixed center, a Power Generation Platform, home station, or other location; it will normally involve simultaneous, noncontiguous, continuous, and distributed operations. The learning and experience gained from the CTC rotations set new goals for sustainment and improvement in training and operations following the rotation. Commanders will consider CTC rotation feedback when assessing readiness for operational deployment in general or to validate readiness for a specific mission. The training event provides essential feedback to the senior trainer and commander to determine if the unit is ready to progress to the next ARFORGEN force pool. The OPFOR will have capabilities that can be adjusted to satisfy METL-linked training objectives and friendly forces training outcomes.

g. Support to Army Force Generation. The CTC Program contributes to ARFORGEN training and mission prepara-tion progression with exercises and training events, which provides feedback to commanders and enables their readiness assessment. Priority for CTC scheduling is established by the ARFORGEN synchronization meetings conducted under the direction of FORSCOM. Units that do not fall under the ARFORGEN management process may be trained by the CTC Program to support readiness progression when resources and scheduling allow.

h. Deployment training. Deployment is a mission-essential task for Army units. It supports the Army’s vision of strategic responsiveness. MCTCs will continually refine methods to enhance deployment training. MCTCs will typi-cally conduct an RSOI phase as part of each rotation; however, some units and scenarios such as forced entry preclude an RSOI phase. Deployment training may also include a realistic OPFOR that attempts to disrupt the deployment operation. MCTP training events will exercise deployment training tasks as part of their MCTP military decisionmak-ing process.

i. Mission rehearsal exercises and/or mission readiness exercises. The CTCs will be used to prepare units for operational deployments and combat. The focus will be on unit readiness and leader development. MCTCs will replicate the relief in place and/or transfer of authority process of the area of responsibility to maximum extent as time and resources allow.

(1) Mission rehearsal exercises. A mission tailored training and rehearsal exercise for deploying units, conducted to reinforce a commander’s vision and intent and expose the unit to conditions approximating those in the theater of employment. The MRE is conducted at a maneuver CTC and may be embedded in an MRX for the higher headquarters (that is, division or corps). The MRE begins with the first day of RSOI (building combat power) at the MCTC and ends when the unit main body has cleared the MCTC and returned to home station.

(2) Mission readiness exercises. A command and staff level command post exercise conducted as a culminating training event for deploying Active Army and Reserve Component divisions and corps with subordinate brigade-level headquarters. The MRX can be conducted at home station or at an alternate site by MCTP. The MRX begins at the start of exercise (Day One for the simulation supported exercise) at the MRX site and concludes at the end of the exercise for the simulation supported exercise at the MRX location. The MCTP mission command seminar is not part of the MRX although MRX themes may be addressed during the seminar.

j. Joint context for training. A Joint context will be provided at the MCTCs and during MCTP training events as applicable to the unit’s training objectives. Army CTCs will have a persistent capability to link to Joint National Training Capability (JNTC); however, operational requirements and scheduling conflicts may preclude this linkage for some rotations. Regardless of linkage to the JNTC environment, CTCs will provide the correct Joint context for training across all warfighting functions so leaders, Soldiers, and units are ready to operate in the Joint environment and understand the interdependencies shared by the Army forces and other components of the Joint team. The goal is to improve Joint interoperability by using the capabilities provided by an integrated LVC training environment. The JNTC’s elements of Joint context are as follows:

(1) Coherent Joint training.

(2) Joint tactics, techniques, and procedures.

(3) Joint doctrine.

(4) Joint exercise control for Joint tasks.

(5) Live and/or simulated forces support for Joint tasks.

(6) Joint event analysis.

(7) Joint training and/or experiment objectives.

(8) The OPFOR planning and integration.

(9) Scenario support.

(10) Joint command, control, communications, computers, intelligence, surveillance, and reconnaissance.

k. Scope. The scope of training for MCTCs will be focused at the BCT level. The MCTP scope will be tailored as

3AR 350–50 • 3 April 2013 appropriate to train BCTs, multifunctional support brigades, functional support brigades, divisions, corps, ASCCs, JFLCCs, and JTFs. The CTC training requirements will include the following:

(1) Operations in a unified land operational environment.

(2) Scenarios which support decisive actions in the OE.

(3) Defining the role of intelligence in stability operations and allowing commanders to integrate the full range of intelligence, surveillance, and reconnaissance assets available now and in the future.

(4) Integrating and enhancing the use of foreign languages and/or cultural awareness at CTCs.

(5) Incorporating OPFOR and friendly forces space-based capabilities and information technology.

(6) Execution-centric training.

(7) Realistic sustainment warfighting function integration.

(8) Exportable training that supports a Joint expeditionary mindset.

1–6. Concepts

a. Concept of operations. The CTCs design training scenarios to increase unit collective proficiency in the most realistic and challenging training mission space available. This CTC environment maximizes benefits for the entire training unit. Within the construct of the OE, the CTC battlefield arrays the training unit against an OPFOR replicating a free-thinking, capabilities-based threat with an equal chance to “win” in a scenario tailored to the specific theater to which the training unit will deploy or likely to deploy. The operational environment portrayed during training is replicated and enhanced by a variety of tools and methods sufficient to meet training requirements. The CTC commander controls the elements of the training environment through exercise design and execution, using the minimal control necessary to ensure unit training objectives are exercised. The CTC commander also uses instrumentation to support exercise control and collect objective data on unit performance. The CTCs replicate higher and adjacent headquarters by a combination of the training unit, simulations, and permanently stationed organizations operating under control of the CTC commander. This simulation employs Army mission command systems and other digitized capabilities.

b. The Combat Training Center Program pillars. The CTC Program employs a pillar concept for internal manage-ment. The pillars are explained below.

(1) Training unit. Rotational unit composition will be in accordance with the DCS, G–3/5/7-approved CTC Program troop lists, which will be updated periodically. Sponsoring Army commands (ACOMs) or ASCCs may approve changes or exceptions to the DCS, G–3/5/7-approved CTC Program troop lists for specific rotations. For those specific rotations where exceptions to the DCS G–3/5/7-approved CTC Program troop lists are approved, the sponsoring ACOM or ASCC is responsible for providing the additional manpower; observer, coach, trainer augmentation at MCTCs rotations and MCTP Warfighter exercises (WFXs); transportation, and funding resources to accommodate the increase in rotational unit size or capability. Organizational guidelines for training units are described in chapter 3. The DCS, G–3/5/7, as the Director of the CTC Program, is the approval authority for all approved troop list changes which impact upon CTC Program resources.

(2) Operations Group.

(a) The OPS GRP, staffed by highly qualified observer coach trainers at all CTCs, provides the foundation for successful CTC rotations. CTC observer coach trainers, qualified to conduct an analysis of a unit and leader’s performance while facilitating a meaningful AAR, are critical to the success of the CTCs. The AARs will reinforce Army doctrinal standards and emerging lessons learned from ongoing operations and leverage the learning opportuni-ties presented by underscoring strengths and weaknesses demonstrated during the exercise. More frequent in-stride AARs, targeted at small audiences to provide initial observations to leaders, which do not disrupt the mission rhythm of the training event, will be normal. This does not preclude the conduct of formal AARs, when, in the judgment of the CTC commander, are deemed appropriate. Additionally, the OPS GRP develops realistic scenarios for unified land operations and decisive actions, as appropriate for the specific CTC and exercise. OPS GRPs replicate the echelon above the RTU headquarters. In order to facilitate training and assist the RTU in achieving rotational training objectives the OPS GRPs, MCTC, and MCTP observer coach trainer teams, will have current digital mission command and communications capabilities in order to seamlessly operate with digitally-enabled units. These capabilities must be fielded to the CTCs when available, and include, but are not limited to, Force XXI Battle Command Brigade and Below, Blue Force Tracker, Joint Capabilities Release and Army Mission Command Systems, Joint Network Node, Global Broadcast Service, Secure Internet Protocol Router, Nonsecure Internet Protocol Router Net, and other systems, as developed.

(b) This regulation defines the CTC Program requirements for MCTC and MCTP observer coach trainer coverage or focus (see table 1–1).

4 AR 350–50 • 3 April 2013

Table 1–1 Combat Training Center Program observer coach trainer focus

MCTP JMRC JRTC NTC ETC

BCTs, multifunctional support and functional support brigades, divisions, corps, ASCCs, JFLCCs, and JTFs (in coordination with Joint Staff J7)

Platoon and/or com-pany to BCTs

Squad to BCTs Platoon and/or com-pany to BCTs

Platoon and/or company to

BCT

(c) In addition to the observer coach trainer specified above, the MCTP OPS GRPs require the mission command expertise of senior observers to coach, teach, and mentor senior unit commanders and participate in the training process. Senior observer support will be acquired in accordance with Department of Defense (DOD) and DA guidelines.

(3) Operational environment and/or opposing forces.

(a) The OPFOR, replicating the military aspect of the OE, will remain the best-trained adversarial force in the world and provide a relevant experience at all CTCs. The CTC OPFOR will provide the toughest, most challenging fight short of war for rotational units. To be credible, it must be equipped to replicate capabilities of modern threat units and the variables of political, military, economic, social, and infrastructure information with the addition of physical environment and time factors in order to stress the leaders and unit capabilities of the RTU. The OPFOR will be capable and able to replicate a hybrid threat, capability-based, adaptive, and have the ability to engage and defeat the RTU. It will employ multiple and diverse capabilities and will follow a generalized doctrine that is reflective of a wide range of potential threats. This doctrine will be descriptive rather than prescriptive and is intended simply to provide a framework to guide OPFOR operations. It will be a learning OPFOR and have appropriate equipment and Instrumenta-tion, Training Aids, Devices, Simulators, and Simulations (ITADSS) that enhance training realism.

(b) To support decisive action while replicating the human terrain of the OE, the CTC environment will include elements of future conflict and threat capabilities. One of these elements is civilians on the battlefield. Civilians on the battlefield in general are functions performed by numerous role players to present required conditions of OE that will help friendly units achieve their training objectives. A detailed discussion of civilians on the battlefield requirements and resourcing for each MCTC can be found in the CTC Master Plan (MP); however, a definition of the categories for the role players are provided below—

1. Generic role players. These are personnel designated to replicate normal civilians on the battlefield and/or noncombatants, such as innocent bystanders, shopkeepers, and Family members. They have no special skills but should be capable of replicating a realistic representation of the OE (number of males, females, and ages) during specific missions.

2. Special skill role players. These are hired personnel with unique knowledge, expertise, or experience suitable to the training environment for example a nonforeign language role player or cultural role player (provincial reconstruc-tion teams experience, interagency experience (for example, State Department) and detainee training).

3. Foreign language speakers. Foreign language speakers support training objectives that are centered on geographi-cally based scenarios and require replication of languages and/or dialects. Foreign language speakers are typically native and/or fluent speakers, but may also include linguists with a defense language proficiency test rating of 3/3 or the equivalent (that is, college). Foreign language speakers are required role players that provide realistic and viable training conditions, especially during MREs.

4. Cultural role players. These are hired personnel with specific cultural experience for a target country or region who provide a realistic cultural experience to friendly forces training experiences that are deemed critical to the success of unit training objectives; they are also typically native foreign language speakers. These individuals typically play critical roles within training scenarios such as governors, mayors, police chiefs, religious leaders, and key community persons. Cultural role players are required role players that provide realistic and viable training conditions, especially during MREs.

(c) Additionally, CTC training venues will include other random variables such as: media play, nongovernmental organizations and/or private voluntary organizations, displaced civilians, terrorists, UO, insurgents, weapons of mass destruction, information operations, and other diverse complicating factors.

(4) Instrumentation, training aids, devices, simulators, and simulations. The ITADSS provide essential capabilities to achieve the goals of the CTC training strategy. The Army will achieve instrumentation commonality and inter-operability across the MCTCs to achieve efficiencies of scale and support a standard data collection and dissemination capability for AARs and Army learning. This will enable a fluid exchange of information and lessons learned across the Army. The MCTCs will instrument live-fire and UO. Simulations will support training requirements at all CTCs.

ITADSS system and AAR systems will interoperate with the Army mission command systems, to the maximum extent possible and be capable of operating in a classified mode up to secret system high level, if required. All materiel developers (MATDEVs) (program executive officers (PEOs) and program managers) will include CTC training requirements in their system fielding plans and life cycle planning as identified in the capability documents. The

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JMRC-provided ETC will employ exportable instrumentation systems that may have reachback capability to fixed-site MCTCs instrumentation extending the battlespace and providing more diverse training sites.

(5) Facilities. The CTC infrastructure plays a vital role supporting the day-to-day operations, the rotational training mission, and the training unit. Adequate resources to support this role directly impact the CTCs’ mission success. The buildings supporting day-to-day operations include, but are not limited to, instrumentation requirements; AAR and OPFOR facilities; generic Tactical Engagement Simulation System storage; buildings supporting prepositioned vehi-cles, equipment, and ITADSS fleets with their associated maintenance support buildings; logistics sustainment facili-ties; and contractor support facilities. The garrison commander has responsibility for supporting these as part of the base operations and/or sustainment, restoration, and modernization mission funding. Garrison commanders are respon-sible for supporting RTU and augmentation personnel housing and feeding facilities, with the associated utility, access, security, and support infrastructure outside the “maneuver box,” and for maintenance and repair of buildings, land, and land improvements that are not the responsibility of the Integrated Training Area Management Program but required to support CTC mission training inside the “maneuver box.” The JMRC-provided ETC rotations will require comparable facility support from the supported units or institutions when conducting exported rotations. Responsibilities of garrison commanders of power generation platforms and home stations hosting ETC rotations will encompass real property assets; such as UO sites, road and land maintenance; wash rack facilities; and any facility that directly impacts the rotating unit’s training scenario or ability of the JMRC-provided ETC to enable the training event.

c. Leader development. The CTCs are leader development facilities. They focus on training and developing self-confident, adaptive, and self-aware leaders, who are able to quickly assess ambiguous situations, make decisions, and act on them.

(1) The Leader Training Program (LTP) executed by each MCTC provides collective mission command training for commanders and staffs within BCTs and rotational support elements. This training builds on capabilities established during the brigade warfighter exercises and at home stations. It focuses on preparing BCTs for their subsequent operationally focused rotation at a MCTC. Training develops military decisionmaking process skills and orients on the tasks and conditions unique to the unit’s designated mission. A core curriculum of common training topics is included.

Additionally, a menu of supplemental training topics is provided to support commanders’ training objectives. The LTP will normally be conducted during a 7-day to an 8-day period.

(2) During CTC and JMRC-provided ETC rotations, leaders will receive assessments on their leadership and its effects on mission outcomes. Knowledge gained from these assessments will leverage the CTC training environment for leader development. Every CTC training exercise produces leaders who understand their individual training development requirements so that they may improve their tactical abilities and leadership skills.

(3) To support leader development, each CTC requires a robust, standardized data-collection capability for process-ing lessons learned. This enables the Army to draw meaningful conclusions from CTC training. The CTCs will collect and submit lessons learned to the Center for Army Lessons Learned in accordance with AR 11–33. Additionally, each CTC will rapidly integrate combat relevant lessons learned disseminated by Center for Army Lessons Learned or other approved Army venues.

d. Combat Training Center accreditation. The TRADOC, on behalf of the CTC Program Director, accredits the CTC Program every 2 years. Goals of the accreditation process include the following: (1) standardization, (2) equitable resource allocation, and (3) identification of systemic issues. The Director, CTC Directorate, in support of the CTC Responsible Official (for example, Deputy Commanding General, TRADOC for Combined Arms), plans and executes the CTC accreditation process in coordination with FORSCOM and USAREUR and develops an accreditation report addressing each of the areas below:

(1) OPFOR and/or OE replication (conducted annually).

(2) OPS GRP (MCTC and MCTP observer coach trainer training and equipping).

(3) ITADSS.

(4) Facilities (in coordination with FORSCOM, TRADOC, USAREUR, and U.S. Army Installation Management

Command (IMCOM), the CTC accreditation process will address facilities-related issues).

(5) Resource management.

e. Joint National Training Capability Accreditation. Joint Staff J7 conducts a separate (JNTC) accreditation de-scribed in Joint publications.

f. Combat Training Center Proponent Review Program. This program is executed through visits to the CTCs by proponent center and school personnel. This program ensures DOTMLPF observations, lessons learned, and emerging trends from the CTCs are expeditiously integrated into proponent course curricula, training materials development, doctrine, tactics, techniques, and procedures by proponents. Proponent visits are funded by the CTC Program and requests are forwarded to CTC Directorate, Resource Management Division.

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Chapter 2 Responsibilities

2–1. Assistant Secretary of the Army (Acquisition, Logistics and Technology) The ASA (ALT) will—

a. Manage research; development; and test evaluation and plan, program, and budget for the acquisition of CTC nonsystem ITADSS and LVC integration efforts.

b. Ensure PEOs and project managers plan, program, and budget appropriate levels of research; development; test and evaluation; procurement; and operation and maintenance, Army (OMA), dollars within their programs for develop-ment, acquisition, life cycle management support, life cycle maintenance support, and fielding of the system training package. Planning considerations include system and nonsystem ITADSS applications for CTC training and CTC instrumentation system interface.

c. Provide points of contact to monitor CTC nonsystem ITADSS programs as part of the overall ITADSS Program.

d. Direct the acquisition of the DCS, G–3/5/7-approved requirements for CTC ITADSS that fulfills an urgent training requirement.

2–2. Chief Information Officer/G–6 The CIO/G–6 will—

a. Direct the Army Spectrum Certification Program for supportability of conceptual, experimental, developmental, and operational spectrum-dependent equipment per DODD 5000.01, DODI 4650.01, and DODI 5000.02.

b. Review Army materiel objectives and requirements to identify potential effects on the spectrum per AR 70–1.

When applicable, ensure coordination of the acquisition of radio frequency spectrum guidance, support requirements, and host nation requirements for CTC materiel prior to assumption of developmental contractual obligations.

c. Integrate communication systems fielding programs and respective system and nonsystem ITADSS to ensure CTCs can integrate and support newly fielded systems with ITADSS that can interface with instrumentation systems on the CTC battlefields.

d. Architecture, Operations, Networks, and Space Directorate will coordinate specialized spectrum management requirements for the MCTCs and process requests for spectrum resources.

e. Synchronize and coordinate all proposed CTC Program training and equipment changes with the Combat Training Center Directorate (CTCD) in accordance with paragraph 3–1a.

f. Provide information assurance advice and assistance to CTCs for implementation of AR 25–2.

2–3. Chief of Public Affairs The CPA will—

a. Serve as DA staff proponent for CTC public affairs training matters.

b. Establish training standards for CTC public affairs training.

c. Provide public affairs training development assistance to CTCs.

2–4. Deputy Chief of Staff, G–1 The DCS, G–1 will—

a. Ensure assignment of high-quality, highly experienced, and branch qualified cadre, in accordance with current year Active Army manning guidance, to all CTC OPS GRPs that support CTC requirements in accordance with the MCTC and MCTP observer coach trainer coverage stated in paragraph 1–6b(2) and the associated table.

b. Manage CTC OPS GRP officer and noncommissioned officer follow-on assignments to reinforce and promote CTC experience throughout the Army.

c. Synchronize and coordinate all proposed CTC Program training and equipment changes with the CTCD in accordance with paragraph 3–1a.

2–5. Deputy Chief of Staff, G–2 The DCS, G–2 will—

a. Supervise the management of the CTC OPFOR Program according to AR 350–2.

b. Provide support to TRADOC as the responsible agency to provide the CTC OPFOR Program, the Army Threat

Simulators Program, and other threat training programs.

c. Synchronize and coordinate all proposed CTC Program training and equipment changes with the CTCD in accordance with paragraph 3–1a.

d. Provide system performance information and funding to Program Executive Office for Army Simulation, Train-ing, and Instrumentation (PEO STRI) for development of unclassified and classified OPFOR training systems.

e. Provide oversight for CTC security requirements, in coordination with the CIO/G–6.

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2–6. Deputy Chief of Staff, G–3/5/7 The DCS, G–3/5/7 will—

a. Serve as the Director of the CTC Program and provide training, policy, resources, and management oversight.

b. Serve as the Army Staff focal point for all Army and Joint service CTC actions and specify Army directed training at the CTCs. (The DCS, G–3/5/7 (DAMO–TR) serves as the DCS, G–3/5/7 principle advisor for all CTC matters and executes additional CTC Program responsibilities in accordance with this regulation.)

c. Manage the CTC Program and approve the CTC MP. The CTC MP complements this regulation by providing long-range planning guidance, program vision, scope, mission, and CTC initiatives. Ensure coordination of CTC long-range resource plans with the Army Planning, Programming, Budgeting, and Execution System, including the Army Modernization Plan; Research, Development, and Acquisition Plan; military construction, Army (MCA) Program; and total Army analysis. Include Army National Guard (ARNG) and U.S. Army Reserve (USAR) requirements in the program objective memorandum (POM) process. Consider and incorporate appropriate lead times required for complet-ing CTC-related projects.

d. Establish program priorities and resource requirements for the CTCs. CTC Program priorities and resources will be managed by DAMO–TR management decision evaluation package (MDEP) managers.

e. Approve CTC concepts of operations through the review and update of this regulation, the conduct of CTC quarterly reviews (QRs) and semiannual council of colonels (CoC), and approval of the CTC MP at each POM cycle.

f. Coordinate HQDA CTC information requirements.

g. Provide chair for CTC CoC and co-chair CTC QRs.

h. Establish program priorities and resource requirements for the CTCs participation in JNTC implementation and training transformation.

i. Integrate combat, protection, and sustainment operations into all CTCs to train Army units for unified land operations.

j. Exercise Army Staff lead in staffing and coordinating CTC-unique ITADSS requirements documents that require

HQDA or DOD approval. Integrate CTC Program requirements into the Training Support System Program to ensure sufficient ITADSS and OPFOR modernization at the CTCs to keep operational and training systems current and the most efficient technologies are used to minimize cost.

k. Coordinates cross program evaluation group requirements.

l. Approve directed requirements for CTC-unique ITADSS and forward to the ASA (ALT) for acquisition approval.

m. Approve and/or disapprove recommended changes to the DCS, G–3/5/7-approved CTC Program troop lists and publish changes.

n. Ensure staffing of CTC OPS GRP is resourced adequately with personnel possessing the correct skills, knowledge and attributes to execute their assigned duties, and in accordance with the HQDA manning guidance.

o. Approve and/or disapprove requests for foreign units to participate at CONUS CTCs.

p. Delegate approval authority to the Commanding General (CG), USAREUR for requests from foreign units to participate at JMRC.

2–7. Deputy Chief of Staff, G–4 The DCS, G–4 will—

a. Review and approve contract requests submitted to the DCS, G–4 (DALO–SUS) for contractor access to the DOD supply system in accordance with AR 725–50.

b. Review, establish, and approve any noncontract related contractor policy guidance and directives for training and exercises in accordance with AR 715–9.

c. Synchronize and coordinate all proposed CTC Program training and equipment changes with the CTCD in accordance with paragraph 3–1a.

2–8. Deputy Chief of Staff, G–8 The DCS, G–8 is responsible for programming, DA studies and analysis, and externally directed reviews. The DCS, G–8 will—

a. Serve as the principal advisor to the CSA on Joint materiel requirements, integration of DOTMLPF, and the materiel program execution over their life cycles.

b. Responsible for transitioning approved Army requirements, including CTCs requirements, from the planning to the programming phase of the Army Planning, Programming, Budgeting, and Execution System.

c. Support the production, delivery and integration of training and training support for unit set fielding in coordina-tion with the ARFORGEN training and mission preparation requirements and the CTC rotational schedule as developed by the ARFORGEN synchronization meetings.

d. Synchronize and coordinate all proposed CTC Program training and equipment changes with the CTCD in accordance with paragraph 3–1a.

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e. Develop and defend the Army POM; the Future Years Defense Program; and the independent assessment, integration, and synchronization of the Army POM.

2–9. Assistant Chief of Staff for Installation Management The ACSIM is responsible for the promulgation of policy and integration of doctrine pertaining to the planning…