Tuzla to Cortina From Peacekeeping to Warfighting - warfighting training program

FA Journal, July, 2001 by Samuel H. Johnson, Donald H. Myers

"Training is the cornerstone of readiness and the basis for credible deterrence and capable defense. Training is the means by which the Army's quality soldiers and leaders develop their warfighting proficiency and exercise the collective capabilities they will require in combat. Training prepares soldiers, leaders, and units to fight and win in war--the Army's basic mission."

In April, the 2d Battalion, 15th Field Artillery Regiment (2-15 FAR), 10th Mountain Division, Fort Drum, New York, participated in a brigade-level, fires-focused rotation at the Joint Readiness Training Center (JRTC), Fort Polk, Louisiana. The battalion had the unique opportunity to receive dedicated training support from the FA School at Fort Sill, Oklahoma, and detailed feedback on its ability to plan, coordinate, and execute FA fires in support of a light infantry brigade combat team (BCT).

Based on this rotation, the battalion was asked to review its home-station training and share with others its "road-to-war" as 2-15 FAR transitioned from peacekeeping duties in the Balkans. During this transition, the battalion embraced new concepts and new equipment for providing fires and prepared for combat.

The Training Plan. In the fall of 1999, the majority of 2-15 FAR was braving the wintry conditions of Bosnia-Herzegovina and continued manning the perimeter on Eagle Base, Tuzla, as part of the non-standard Stabilization Force (SFOR) 6 combat arms battalion mission. Meanwhile, the leadership of the battalion began planning the battalion's next road-to-war. It did not take long to identify the next major fight and realize it lay in the not-so-distant future at Fort Polk in JRTC Rotation 01-06.

The staff used the early months of 2000 to finalize redeployment plans and map out the battalion's road-to-war training (see Figure 1). Early planning set the stage for the battalion's rapidly regaining its skills and contributed to a successful rotation at the JRTC.

After assessing the effects of peacekeeping on individual and collective skills, the battalion leadership determined training on the following areas would be key to regaining warfighting skills: rebuilding teams from the section-level up, developing company-grade officers to fight and win in small-scale conflicts, executing fires (voice and digital) from sensor-to-shooter, and establishing viable planning standing operating procedures (SOP).

Rebuilding Teams. After returning to Fort Drum, the battalion began transitioning from peacekeeping duties to providing direct support (DS) FA fires, starting with its Foundation: teams from the section-level up. To accomplish this, the battalion developed a certification program that targeted howitzer sections, key leaders and fire support personnel.

Throughout the battalion's train-up, certification played an important role in assessing leader confidence and section performance. Ultimately, this process validated perishable individual and collective skills, which eventually provided the firing batteries the chance to conduct their first live-fire training since July 1999.

Developing Leaders. The objective of this program was to ensure all leaders were technically and tactically proficient as well as confident in their abilities. The program was both for officers and NCOs, but it was unique in its approach to officer development, focusing on company grade officers.

The battalion command group philosophy was that the best place for lieutenants to learn and grow is not in another classroom environment but with their NCOs and sections conducting hands-on, performance-oriented training. On the other hand, captains needed a forum where they could interact and address topics concerning the training and employment of artillery assets in a DS role. Consequently, the battalion commander led the captain's training, teaching the fundamentals and tactics, techniques and procedures (TTPs) of the battalion's mission-essential and collective tasks.

The format for these classes was "semiformal" and focused on preparing leaders for upcoming training events, combat training center (CTC) rotations and combat. Although the primary audience for these classes was captains, all officers and NCOs were encouraged to attend. Many of the topics discussed during the captain's training are listed in Figure 2.

Delivering Fires. The battalion's success in providing fires to the BCT rested on its ability to inculcate in every soldier the importance of planning and executing accurate and timely fires. Therefore, the battalion implemented a training plan that validated individual and collective skills; demonstrated proficiency on new equipment, such as the advanced FA tactical data system (AFATDS); tested the unit's ability to execute fires at the battery and battalion-levels; and sustained digital proficiency throughout the battalion.

The battalion designed a certification program that objectively assessed the abilities of the leaders, howitzer sections, fire direction centers (FDCs) and fire support personnel to deliver fires. This program was conducted before live-fire events, testing individual knowledge and demonstrated proficiency. Additionally, the assessment provided a baseline for the battery leadership to determine how to most effectively train their personnel. Finally external gunnery evaluations and combined-arms live-fires tested the battalion's ability to deliver accurate and timely fires. The success of these events instilled leader confidence and validated their abilities to execute their critical wartime collective tasks to standard.