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The chief MOUT instructor maintained the focus on squad-level room clearing, movement through urban terrain and muzzle discipline. The temptation is great to immediately pile on other tasks, such as react to sniper and an improvised explosive device (IED), cordon and search, etc. However, each battalion trainer planned and prepared the training to ensure Soldiers were successful in certain basic tasks before progressing to more complex tasks. After a platoon achieved a prescribed level of proficiency in the basic tasks for each site, the trainer added a more complex task to the next iteration.

This technique was as an excellent way to keep battery commanders in control of their training as well as provide a quantitative method for the battalion commander to evaluate each platoon's progress. Although the battalion only had 14 weeks to train for combat operations as a motorized rifle battalion, the trainers resisted the urge to have their Soldiers "run before they could walk" to ensure they had a solid foundation for future training and operations.

The AAR from the first FTX and the Army magazine article identified two major lessons. Although combat service support (CSS) Soldiers were busy meeting maintenance milestones to keep the battalion ready for deployment, the mechanics, supply clerks, cooks and other CSS Soldiers needed to be fully integrated into the upcoming battalion SOSO FTX (Phase II). The Soldiers from the TOC and administration and logistics operations center (ALOC) needed not only the SOSO training, but also training to provide command and control ([C.sup.2]) and support to a motorized infantry battalion.

Final Definition of the Mission--Training a Firing Battery for Iraq. The division and brigade mission statements and commander's intent became crystal clear by Week Seven of the pre-deployment time line. The Red Dragons had Weeks Seven through Nine to make several key decisions to achieve success in the newly approved METL tasks. In short, 3-82 FA had to maintain its capability to deliver artillery fires with one howitzer battery and conduct combat operations as a motorized infantry battalion.

Battery A was selected to deploy with its guns. The battery commander began a rigorous battery training plan to maintain his crews' proficiency at the post-NTC level while preparing to execute the battalion SOSO FTX in Week 10.

Immediately, the S5 became a fulltime position with an assigned NCO. Personnel from the S5 section and selected task force fire support officers (FSOs) attended 40 hours of training from civil affairs officers from the John F. Kennedy Special Warfare Center sent to Fort Hood from Fort Bragg. North Carolina.

Fire supporters from the task force fire support teams (FISTs) as well as the COLT platoon formed F Battery, a provisional battery with the same task and purpose as the other batteries, but it also was responsible for providing personal security for key battalion leaders.

From the forward area recon, the battalion commander and XO brought back lessons from the 1st Armored Division in Baghdad. The 3d BCT employs a "Team Village" concept, bringing together targeting, combat operations, CMO and information operations (IO) at the brigade level at a daily commander's update brief. Each activity accomplishes tasks on one targeting matrix to meet the brigade commander's intent.

3-82 FA will bring this concept down to the battalion level to achieve optimal information flow and coordination between the S3, FSO, S5, fire direction center (FDC) and batteries. The battalion FDC retained its traditional mission of tactical fire direction. However, the battalion commander expanded the FDC's mission to include synchronizing targeting, combat operations, CMO and IO.

The battalion commander also identified the importance of battery boundaries in the AO's matching sensibly to existing neighborhood political boundaries in Baghdad. 4-1 FA reaped the intelligence and CMO benefits from fostering close relationships between battery commanders and Iraqi civilians in their neighborhoods. With the newly formed F Battery, 3-82 FA could conduct a seamless transition of Authority within its five Baghdad neighborhoods.

With its new task organization, the battalion had transformed for its new mission: new S5 staff officer, new equipment (Force XXI communications equipment and vehicles fielded in the previous 12 months), the modified FSE and battalion FDC, and F Battery. F Battery held its first formation and fielded two platoons, bringing the total number of infantry platoons in the battalion to 11.

Battalion SOSO FTX. After the battalion met all readiness milestones, the Red Dragons were prepared to execute the capstone battalion SOSO FTX in Week 10. The HSB commander formed three platoons of three squads each from his Soldiers. The battalion S3 developed a detailed plan to field them, squad-by-squad, rotating them through the FTX training while they continued to perform their support missions.

Week 10 was just four weeks away from railcar loading, but the Red Dragons brought all its resources to bear on the final battalion FTX. There were three keys to the FTX's success. First, the battalion devised a simple, yet fluid execution matrix to train all 11 platoons in the five batteries over four days. Second, the trainers had to conduct rehearsals and refine the training of the five major training sites: TCP, MOUT, Paladin Table IX Live Fire (A Battery), Squad STX Lanes (HSB) and Reflexive Fire Range. Third, the trainers used realistic reporting procedures to train the TOC's [C.sup.2] and the ALOC's support.

HSB elements participated in a convoy live-fire exercise during Week 9. That event provided valuable training on crew-served weapons to CSS Soldiers and imbued the warrior ethos in those who had not participated fully in the first FTX. In their newly formed platoons, HSB troops were integrated into the battalion SOSO training. In addition, they practiced troop-leading procedures at a special Squad STX site. This training focused on squad attack and troop-leading procedures.

A Battery validated its ability to deliver fires in a two-day, one-night live-fire exercise before bringing its howitzers to the MOUT facility on the third day. This event was highlighted by the 1st Cav's first all-digital fire mission from a Longbow Apache to the FDC.

The remaining batteries proceeded through the TCP, MOUT, and Reflexive Fire Range training sites.

Reflexive Fire Range. This training challenged Soldiers in target acquisition and discrimination and built upon the urban combat techniques taught in the first FTX. The training gave Soldiers confidence in their muzzle control and weapons clearing and safety procedures.

One of the division commander's main objectives is to eliminate casualties from negligent weapon discharge: reflexive fire training reinforced this point.

Firers engaged multiple target scenarios first with blank ammunition and the next day with live ammunition. Each firer had a dedicated lane with a coach to reinforce safe and proper techniques.

TCP. Although Iraqi Civil Defense Corps (ICDC) and Facilities Protective Service (FPS) personnel are taking over the TCPs in and around Baghdad. Soldiers still need to be proficient at this important task. Batteries were placed in both permissive and deadly situations to highlight the complexity of the enemy. To simulate civilian Iraqis at the checkpoint. Soldiers dressed in civilian clothing and drove three cars and vans issued from the Fort Hood Transport Motor Pool (TMP).

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MOUT Training. Although it was tough, challenging training, the Soldiers thoroughly enjoyed their time on the MOUT site. Building on the Battery SOSO FTX, this training added new realism to the FTX. About 20 Soldiers in civilian dress simulated Iraqi families, businessmen, clerics and terrorists, according to their profiles on a published black/grey/white list. The town looked all too real with trash strewn about the streets. TMP cars on jack-stands and Arabic music blaring through the streets. Female Soldiers were part of the town's "population" and also served the trained unit as interpreters.

Pyrotechnic smoke and flares as well as dummy projectiles, mines and threat weapons were part of the training. The most valuable training aid was the "Simunition" brand M16 rifle upper receivers and ammunition. These commercial products added unique realism by turning the Soldiers' issued rifles into paint pellet training devices.

The MOUT OIC delivered the operations order (OPORD) to the battery commander on his arrival to the site. Concurrently, the S5 delivered cultural awareness. Arabic phrase and media relations training to the troops. Subsequently, the battery commander executed his cordon and search mission, normally given one building as an objective.

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The MOUT OIC controlled every event within the mock town by handheld radio. Before each iteration, he gave the assistant OIC and the "townspeople" an initial situation, positioning and parameters for their actions. The MOUT OIC controlled the addition of variables into the scenario to meet the training objectives while the battery mission was in progress. These variables included terrorist snipers. IEDs, hidden weapons caches, mines, hostile civilian demonstrations, mass prayer in the streets at designated times and the media, just to name a few.

Battery commanders reported to the battalion TOC during MOUT mission execution. Soldiers and leaders in the TOC advised commanders on Muslim mass prayer times, delivered intelligence updates and received reports in accordance with the new tactical standing operating procedures (TACSOP). The ALOC received civilians detained for questioning and processed civilian and military simulated casualties.

The training at the MOUT facility was extremely valuable at all levels. The key was realism. Soldiers gained confidence that they could maintain their mission focus in a complex environment, including loud music, strange people and unfamiliar and dangerous terrain. The number of variables allowed for almost infinite combinations of situations to which batteries could be exposed. However, the scale of the training event was small enough to allow up to eight iterations per day and up to two night iterations.

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Ongoing Individual Readiness. Units currently deployed recommend Soldiers be proficient on as many weapons as possible with an emphasis on the M249 squad automatic weapon. The last four weeks of the pre-deployment time line included a second battalion-run livefire Reflexive Fire Range. Soldiers continued to attend ranges administered by units throughout the brigade, including ranges for the M2 and M249 machine guns, Mark 19 automatic grenade launcher and M9 pistol.

Frequent marksmanship training, meticulous battery training records and strong command emphasis were key to the Red Dragons' achieving 100 percent weapons qualification. Rapid fielding of M14 rifles and improved weapons optics and resourceful training from 1-5 Cav, an infantry battalion in the BCT, enabled 3-82 FA to have a trained and ready force of advanced rifle marksmen spread throughout the battalion.

The battalion physician's assistant worked to qualify at least one combat life saver (CLS) for each vehicle in the battalion. The S5 trained key leaders and commanders on cultural awareness, the civil-military situation in Iraq and use of interpreters through a series of officer professional development (OPD) lunches. The chaplain also held an OPD concerning Islam.

The battalion trained for five days at the new engagement skills trainer (EST). The EST is a state-of-the-art computer simulation using mock vehicles, laser-projecting weapons and a projection screen. The device places Soldiers and leaders in numerous situations, testing their ability to make split-second decisions on whether "to shoot or not to shoot."

SOSO Design and Training Lessons Learned. The battalion learned several training principles. Train all Soldiers, regardless of their jobs, in all SOSO tasks. Limiting the initial training to the firing batteries put the Soldiers from HSB "behind the power curve" for pre-OIF deployment training.

Decentralized operations are commonplace in Iraq. Emphasize developing small-unit leaders through traditional squad STXs.

Units should use TOCs and battery operations centers (BOCs) continuously in every training event to empower lower-echelon training systems to function, but the TOCs and BOCs must follow proper reporting procedures. A junior officer or NCO can make the right decisions on the ground if he is empowered, confident and trained to keep his commander informed.

Even with longer than 14 weeks to train up, units may feel pressure to advance through their training plan too quickly they must resist it. The Red Dragons systematically became proficient in convoy live fire, advanced and reflexive marksmanship. MOUT and other SOSO tasks. The EST builds further confidence. Systematic planning and focus on fundamental skills made this possible. Although there is much work to be done in Kuwait and beyond, the Red Dragon Soldier is confident in his abilities as the battalion deploys.

No training event imparted greater confidence than MOUT training. With more simulated civilians. Simunition training aids and time, 3-82 FA could have added even more realism and value to this fantastic event. The MOUT OIC needs to be a star with extensive subject matter expertise, empowered with the latitude to apply variables like IEDs, sniper engagements, etc., on the spot to reach the commander's intended training objectives.

It is not necessary to reinvent the wheel as artillery units train in tasks outside their traditional skill set. If infantrymen had to train to be Cannoneers, no one would expect them to write their own field manuals and firing tables. Units should use the experience and knowledge of the experts and look for skilled Soldiers from within their ranks.

Transformation and innovation will continue to keep artillerymen relevant for OIF and beyond.

The Red Dragons likely will learn many more lessons as they roll into Iraq in the coming weeks. Communications with units overseas and access to existing resources can help a unit stay abreast of the latest developments in tactics, techniques and procedures. Application of these lessons in creative training events is important.

Regardless of the amount of training time available, smart planning and intra-staff synchronization can maximize the time. For Soldiers and leaders, the time is not wasted if it develops and empowers junior leaders, builds confidence in Soldiers by exposing them to unconventional and realistic situations, and adds flexibility and adaptation to their repertoire.

As of early February, 3-82 FA's readiness had increased further while training at the Udairi Range complex in Kuwait. Contract trainers provided invaluable training with unparalleled professionalism. Key training events included close quarters marksmanship, MOUT and convoy motorized live-fire exercises.

The opportunity for all 2d BCT and 3-82 FA troops to train in these live-fire exercises served as the perfect capstone to ensure they were trained, ready and confident--prepared for success as they began their mission.

In Iraq, the Red Dragons conducted a successful transition of authority from 4-1 FA. 1st Armored Division, in mid-February.

Week   Training Objective
 1     Redeployment from NTC
       (1 Sep 03), III Corps
       Warfighter Exercise
 2     Battalion Services
 3-5   Battalion Services, Battery
       SOSO Training
 6     Battery SOSO Field Training
       Exercises (FTX)
 7     Battalion Reorganization,
       Recovery
 8-9   Battalion Services and
       Deployment Preparation
10     Battalion SOSO FTX
11-13  Deployment Preparation and
       Ranges
14     Equipment Loadout (1 Dec)

Figure 1: 3-82 FA Pre-Deployment Stability or Support Operations (SOSO)
Training and Deployment Preparation Time Line: 14 Weeks

* FM 7-8 The Infantry Rifle Platoon and Squad
* FM 7-10 The Infantry Rifle Company
* FM 7-20 The Infantry Battalion
* FM 3-06 Urban Operations
* FM 7-98 Operations in a Low-Intensity Conflict
* TC 90-1 Training for Urban Operations

Figure 2: Field Manuals (FMs) and a Mission-Specific Training Circular
(TC) Used as References for SOSO Training Design

Phase I: Battery FTX
* Troop-Leading Procedures
* Squad Attack
* Traffic Control Point (TCP)
* Search of Vehicle and Personnel
* Clearing a Room
* Movement in Urban Terrain

Phase II: Battalion FTX
* Convoy Live Fire
* Battery Live Fire (Paladin Table IX)
* Intermediate MOUT Training
* Squad STX Lanes (HSB Only)
* Reflexive Fire Range
* Intermediate TCP Training
* Arabic Cultural Training
* TOC/ALOC Training
* Advanced Rifle Marksmanship

Phase III: Individual Readiness Training (IRT)
* Basic Rifle Marksmanship
* Advanced Rifle Marksmanship
* Combat Lifesaver Training
* Crew-Served Weapons Qualification
* Arabic Cultural Training
* CMO OPD Series
* Division IRT

Legend:
  ALOC = Admin and Logistics Operations
Center
   CMO = Civil-Military. Operations
   FTX = Field Training Exercise
   HSB = Headquarters and Service Battery
  MOUT = Military Operations in Urban Terrain
   OPD = Officer Professional Development
   STX = Situational Training Exercise
   TOC = Tactical Operations Center

Figure 3: Commander's Intent: SOSO Training Tasks by Phase

By Lieutenant Colonel Timothy A. Vuono, Major Jeffrey C. Collins and Captain Evans A. Hanson