Innovation and Adaptation

Collective Training Transformation: the application of the Training Management Framework

By Bede Galvin June 5, 2019


Early this year, I posted Hamel - the Exercise, the Series, the Campaign Plan and the Framework for the future… to provide an update on the changes to Hamel and sow the seeds for the next steps in realising the CA’s vision for an Army-in-motion that is ‘ready now’ and ‘future ready’.  In addition to the transformation of Hamel, the Training Management Framework has been updated. Let me explain! 

Since late 2014, the FORCOMD Foundation Warfighting Training Management Framework (FWF TMF) Directive has largely governed our process to be ‘Ready Now’.  The astute observer will note that the 2014 FWF TMF Directive was focused, as arguably FORCOMD was at the time, on the application of the 36 month force generation cycle (FGC) to the Combat Brigades. As highlighted in my last post, a lot has changed since then. The 2016 Ryan Review recognised a need to ‘update the Training Management Framework with it optionally becoming an Army level training management framework’. In response, Army Training Instruction 1-20/19: Army Training Management Framework has now been released.

So what is the new Training Management Framework?

The Training Management Framework provides guidance for the creation and management of collective training. Within the Training Management Framework you will see the expansion of the Army Training Levels (ATL), the inclusion of Army Training Tiers (ATT) and the refinement of Army Training Standards (ATS). Additionally, the role of simulation as a valid means of attaining the end-point of an Army Training Level and delinking the strict chronological progression through the Army Training Levels are also described. 

Doctrinal alignment.  The Training Management Framework has also been refreshed to ensure doctrinal alignment (i.e. the removal of the prefix of ‘Mission Essential’ as an all-inclusive term describing tasks). Reinforcing doctrinal Tactical Actions as an output sees the inclusion of Special and Amphibious operations within the Training Management Framework.  This also sees the removal of the FORCOMD FGC because the method of force generation is a matter for functional command orders, not a matter for the framework for collective training.  

Army Training Levels. The expansion of the Army Training Levels to include Level 8 acknowledges the Division / Land Component or Joint Task Force as ATL 8. As detailed in Figure 1 below, ATL 1 through ATL 3 are largely Single Arm Training, with ATL 4 to ATL 8 principally being Enabled Combined Arms Training.

 

Proficiency. By linking the functions of ‘planning’ and ‘conduct’ to the ‘tactical actions’, the Training Management Framework focuses on two Army Lines of Training Operation (ALTO) in the development of proficiency:

  • Synchronisation of Tactical Actions – for component, formation, unit and sub-unit headquarters.
  • Generation of Tactical Effect – for formations, units, sub-units, platoons, troops, sections, crews or teams.

Army Training Tiers. In mapping training progression, the Army Training Tiers follow a ‘Prepare, Develop, Practice and Demonstrate’ methodology. The Army Training Tiers define the purpose and the predominant method of training and are linked with assigned Army Training – Evaluate Authority.

 

Army Training Standards. The Army Training Standards describe the assessed capacity to generate the effect required in the task for training, under the conditions set within the relevant Army Training Level and in accordance with the method adopted for the training described in the Army Training Tier.

 

Application of the Training Management Framework: “Training through, not training to”

The Training Management Framework provides you flexibility in matching the Army Training Tier (ie the method) at the required time to achieve the desired training outcome. You do not need to slavishly progress through each Army Training Tier at each Army Training Level. With that, you will need to engage your higher command to ensure all risks are accepted and resources are appropriately assigned to events, exercises and to achieve the outcomes of your training cycle. So how could you see the Training Management Framework being applied?

Enabled Exercises. If you are a Company Commander or Company Sergeant Major, your sub-unit could be assessed by CTC OTs as ‘Effective’ against a number of Tactical Actions, ‘Effective with remediation’ or even ‘not assessed’ against other Tactical Actions, at ATL5A. This could happen within a Battle Group Warfighter (an ATL6 event), Exercise Hamel (an ATL8 event) or Talisman Sabre (an ATL8 event). This assessment, or even anticipated outcome, should then inform future training and ultimately your commander’s certification of your sub-unit.

Integrated Command Post Exercise. If, on another hand, you are a Unit Operations Officer, Operations Captain or Operations Warrant Officer, participating in a joint enabled command post exercise (such as Vital Prospect, Ex Polygon, or a Silicon exercise) your unit headquarters could be self-assessed at ATL6C or be assessed by your higher headquarters at ATL6B. Mapping the achievement of tactical actions and the standards achieved should be useful in informing future training and resource requirements for your commander.

Training Progression. If you are a commander, at any level, the Training Management Framework should inform analysis, design, development, implementation and evaluation of your unit training (across individual, collective, environment and governance measures to assure training outcomes).  This includes, but is not limited to, small team or unit professional development activities (such as TEWTs or PME events), the participation in home-station integrated constructive and live training, supporting or leading joint enabled integrated command post exercises and / or deploying on externally enabled large scale field training assessments. 

Ultimately the Training Management Framework allows you to design and scale training using live, virtual and constructive methods to align with forecast resources and the need to achieve training outcomes through experiential learning, including readiness or modernisation objectives. Simply put you will now be able to quickly and easily understand the task, purpose, method and endstate of a training serial within a broader training context. So do your Mission Analysis, apply the Training Management Framework in your design and augment for resourcing innovative collective training. Happy training!


Portrait

Biography

Bede Galvin

Colonel Bede Galvin is the Director of Joint Land Collective Training Branch at Headquarters Forces Command. You will often find him deep in thought about developing training or catching his next wave.

The views expressed in this article are those of the author and do not necessarily reflect the position of the Australian Army, the Department of Defence or the Australian Government.



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