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News From the CTC: Religious Support Planning in the Decisive Action Training Environment

Unit ministry teams (UMTs) familiar with counterinsurgency and/or unfamiliar with decisive action training environment (DATE) scenarios face numerous challenges when attempting to develop religious support plans. Current challenges facing UMTs include inadequate doctrinal understanding and execution of the operations process; heavy dependence upon past and outdated tactics, techniques, and procedures (TTPs); deficiencies in effective staff integration; and the struggle to understanding roles and responsibilities at the brigade UMT level.

News From the CTC: The OPSYNC Best Practices

The Purpose of this document is to inform battalion and brigade leaders and staff on the importance of the operations synchronization meeting, and share lessons, best practices and examples of implementation. This document was informed by more than eighteen months of study, coaching, and mentoring from the JRTC OC/T task forces. The operations synchronization meeting (OPSYNC) is one of the central processes discussed during CTC rotations and is often the point of considerable frustration by battalion and BCT staffs.

News From the CTC: Where Did I Put That? Knowledge Management at Company and Battalion

This article is intended for all units conducting home station training to prepare themselves for a combat training center (CTC) rotation. The author discusses a recurring trend at the Joint Readiness Training Center (JRTC) that one of the more significant debates during JRTC rotations seems to be the challenge of analog versus digital products. While each method has its own merits, each presents its own challenges as it relates to KM. Thus, each method should have associated techniques for ensuring effective knowledge flow to higher, subordinate, and adjacent headquarters.

NFTCTC - A Peek Behind the Curtain: Leveraging Interagency at JRTC for Real-World Engagement

The purpose of this article is to facilitate effective engagement between unified action partners (UAPs) and the centerpiece of the Army's formation, the brigade combat team (BCT). It provides valuable insights from interagency (IA) and international organization experts who have supported dozens of training rotations at the Joint Readiness Training Center. The goal is to help BCT leaders and units better navigate and leverage UAP, particularly IA, in the operational environment.

NFTCTC - Put the Camera Down: Preparing the Public Affairs Officer for a JRTC Rotation

This article is intended for all units conducting home station training to prepare themselves for a combat training center (CTC) rotation. The author discusses a recurring trend at the Joint Readiness Training Center (JRTC) and the challenges that the Public Affairs Officer (PAO) face. Fig 1. Shows the results of misplaced PAO home station training. A Soldier during a recent JRTC rotation covers the camera lens of a credentialed, American Media on the Battlefield (MoB) Role-player.

NFTCTC - The Pareto Principle in Combat Operations

The Pareto principle simply stated is that 80% of the desired results are derived from 20% of the input (also known as the 80/20 rule in which roughly 80% of the effects come from 20% of the causes). This principle has been proven in business and finance, in addition to military implications. This article focuses on key components that produce the greatest impact across the brigade combat team (BCT).

NFTCTC - Unit CBRN Readiness Training - A Way

There appears to be a dilemma on how to manage finite training opportunities and best conduct small-unit level chemical, biological, radiological, and nuclear (CBRN) tasks during home-station training to ensure units are effectively trained in mission oriented protective posture gear exchange, selective unmasking, and decontamination. Much of what will be asked of a Soldier against a near-peer threat in a contaminated battlefield will require fighting "dirty" for extended periods of time.

Special Operations Joint Task Force Handbook

This handbook consists of two parts for use by two distinct audiences. Section one, the SOJTF Employment Guide is an ?up and out? strategic communication for use by senior leaders and staff members who will find it useful when incorporating a SOJTF into campaign plans and contingency operations that involve large scale combat. Section two is a ?down and in? document aimed at SOJTF commanders and their staffs who can use the information as a checklist for developing SOJTF plans and policies when supporting the Joint Force in large scale combat at the operational level of war.

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