Notebook on vocational training. Professional training of officers of the armed forces of the Russian Federation
2949575-51625500Ministry of the Russian Federation for civil defense, emergencies and disaster relief
and civil defense forces
And the tasks of prevention and
2893695-52641500Ministry of the Russian Federation for Civil Defense, Emergencies and Disaster Relief
Department of Fire and Rescue Forces, Special Fire Protection
and civil defense forces
APPROVE
Deputy Minister of the Russian Federation
For civil defense matters
Emergencies and liquidation
Consequences of natural disasters
A.P. Chupriyan25.05.2013 No. 18-7-9-1898
Professional training program
Officers and civilian personnel
Authorities specially authorized
Solve problems of civil defense
And the tasks of prevention and
Elimination of emergency situations
This Program is intended to organize training in the field of civil defense, prevention and elimination of emergency situations for officers and civilian personnel of bodies specially authorized to solve the tasks of civil defense and tasks for the prevention and elimination of emergency situations, staffed by military personnel (hereinafter referred to as management bodies).
The provisions of the Program may be specified by the decision of the head of the relevant management body, taking into account the specifics of the activity and tasks performed.
Organization of professional training
Professional training is organized and carried out on the basis of orders, directives and instructions of the Russian Emergencies Ministry, the Comprehensive Plan of the Main Activities of the Russian Emergencies Ministry, organizational and methodological guidelines and other documents regulating the life and activities of the Russian Emergencies Ministry. The program was developed for an academic year lasting 10 months, with winter and summer training periods of 5 months each, 20 training days, including 10 in the winter period and 10 in the summer period.
The duration of the training day for officers and civilian personnel involved in solving operational tasks is 6 hours, for the rest of the civilian personnel - 4 hours. In total, 173 hours a year are allotted for the professional training of officers and civilian personnel involved in solving operational tasks, including 30 hours for operational training, for the rest of civilian personnel - 88 hours a year.
Operational fees, as a rule, are held in the preparatory periods. In the month of command and staff exercises and training sessions under the guidance of senior commanders, professional training classes are not held. When organizing training, the following requirements are taken into account: establishing certain days of the week for independent work weekly for 3 hours; closely linking classes in terms and focus with specific tasks operational-tactical (tactical-special) and mobilization training:
Personal participation of senior leaders in the preparation and conduct of classes; use in the training system of automated control systems, simulators, technical training aids, new achievements in training. Training groups are staffed according to organizational and staffing purposes, according to positions and specialties in compliance with the rule - each boss teaches his subordinates. The main forms of training are independent and joint training .Self-preparation is organized in a planned manner and carried out systematically at the time established by the daily routine. Self-training includes: independent study of theory, performance of individual tasks, training in improving practical skills in the performance of functional duties. The orientation of independent training is determined by the tasks of operational-tactical (tactical-special), special and mobilization training, taking into account the level of personal preparedness and the nature of service activities.
One of the important forms of self-training is the implementation of individual tasks. Individual tasks are determined by immediate superiors in order to develop problematic issues professional activity. They can be carried out in the form of preparing lectures, reports, abstracts, developing operational-tactical tasks and other educational materials. The topic, main issues, deadline and amount of work are indicated in an individual task. Completed individual tasks within the established timeframe are reviewed and evaluated by the relevant supervisors. Individual tasks, as a rule, should be of an applied nature, and the work performed should be applied in practice. Based on the results of the assignments, the senior boss conducts an interview with the performer, gives a conclusion and evaluates his work. Training to improve practical skills consists in independent study and practical mastering of modern automated control and communication tools, as well as in working out documents in accordance with functional duties. Control over the independent training of officers and civilian personnel rests with their immediate superiors. During joint training, the following are held: lectures, reports, seminars, interviews and tests; operational flyers; group and practical classes; training in the development of functional duties; methodical and demonstration classes, demonstration educational films. The choice of one or another lesson is determined by the level of training of the trainees. At the same time, it must be taken into account that only a complex combination of all forms during the academic year can ensure the achievement of the goals set. A responsible person is appointed to take into account professional training.
Topics of classes and individual tasks are recorded in professional training journals. All types of classes are subject to accounting: planned, freelance, individual.
The educational materials of the conducted classes, together with the plans and schedules of classes, are kept by the responsible person during the next academic year.
The physical training of officers is planned and carried out for 3 hours a week according to the daily routine approved by the respective chief.
Recording of physical fitness is kept in the journal of professional training with a quarterly assessment.
Combat reviews are held quarterly with officers.
The timing and procedure for conducting operational (operational-special) fees are determined by superiors. Class schedules of operational (operational-special) training camps are communicated to the training camp leaders at least two weeks before they start.
In the course of working out the professional training program, officers study qualification requirements, announced by the order of the Ministry of Emergency Situations of Russia dated January 25, 2013 No. 46.
Public-state training is carried out according to separate plans approved by the heads of government bodies for each academic year.
The program includes only topics that are mandatory for all categories of trainees. In the rest of the hours, the bosses plan classes in accordance with the tasks performed and the specifics of the activity.
Calculation of hours for subjects of study
Subjects of study Number of hours
For officers and civilian personnel involved in solving operational tasks for civilian personnel not involved in solving operational tasks
Central Office of the Ministry of Emergency Situations of Russia, regional centers of other administrative bodies for Civil Defense and Emergency Situations Public and state training 8 8 20
Operational-tactical (tactical-rescue) training 33 33 -
Special training 60 30 40
Mobilization preparation 30 30 20
Fire training 4 4 -
Fundamentals of ensuring the protection of state secrets 8 8 8
Operational (operational-special) fee 30 30 -
TOTAL 173 143 88
Operational-tactical (tactical-special) training
As a result, learners should:
Know the requirements of the legislative and regulatory legal acts of the Russian Federation in the field of civil defense, protection of the population and territories, issues of increasing the stability of the functioning of life support systems, issues of preventing and eliminating natural and man-made emergencies; the organizational structure of the Ministry of Emergency Situations of Russia, RSChS and civil defense of the country;
Organizational bases and tasks of the RSChS and Civil Defense forces in peacetime and wartime, their capabilities, tactics of actions, organization of support;
Organization of command and control of RSChS forces in emergency zones and organization of command and control of civil defense forces in wartime;
Composition, equipment, documentation and work procedure at the civil defense control points;
The procedure for maintaining the authorities, forces and means of the RSChS and GO in constant readiness for actions as intended.
Be able to apply the acquired knowledge in practical activities when solving problems for the prevention and elimination of emergency situations in peacetime and wartime;
Ensure compliance with the requirements of the current legislation on the activities of a unified state system prevention and elimination of emergencies and civil defense systems;
Fulfill functional responsibilities in the composition of the relevant commission on emergency situations, operational groups of management bodies for the prevention and elimination of emergencies and the civil defense system;
Organize and manage work to eliminate emergencies, maintain readiness for the forces and means necessary for this purpose;
To organize management, support and interaction during actions in any conditions of the situation.
Guidelines
Operational-tactical (tactical-special) training is the basis of professional training and is carried out in conjunction with reconnaissance, engineering, medical and mobilization training, classes in radiation, chemical and biological protection, communications and warning
Thematic calculation of hours
Topics Topic name Lesson number Number of hours
1 Fundamentals of organization and conduct of civil defense 1 - 3 4
2 Control system. Actions of the authorities and forces of the RSChS and civil defense in various modes of operation and degrees of readiness 1-5 7
3 Fundamentals of planning actions of the RSChS and civil defense activities 1 - 2 4
4 Preparation management team and the population in the field of protection during emergencies 1 - 3 4
5 Radiation, chemical and bacteriological protection in peacetime and wartime emergencies 1 - 2 4
6 Engineering protection of the population and territories in emergency situations of peacetime and wartime 1 - 2 2
7 Organization of medical support during the elimination of emergencies in peacetime and wartime 1 - 2 2
8 Fundamentals of the rear and technical support actions of RSChS and GO forces 1 - 2 2
9 Communication and warning system EMERCOM of Russia 1 - 2 2
10 Fundamentals of the use of RSChS forces 1 2
Topic 1. Fundamentals of organization and conduct of civil defense
Lesson 1. Lecture - 1 hour. The role and tasks of civil defense in modern conditions. The leadership of civil defense and its organizational structure. Lesson 2. Lecture - 1 hour. The procedure for bringing civil defense to the highest degree of readiness. The main activities carried out according to the degree of readiness of civil defense. Lesson 3. Seminar - 2 hours. Conducted according to the content of classes No. 1 and 2.
Topic 2. Control system. Actions of the authorities and forces of the RSChS and civil defense in various modes of operation and degrees of readiness
Lesson 1. Lecture - 1 hour. Control system. Tasks and organizational and staffing structure of the governing bodies for civil defense affairs. Control points and requirements for them. Organization of work at control points.
Lesson 2. Lecture - 1 hour. The composition and tasks of the coordinating bodies of the RSChS, the features of their work at various levels of the RSChS.
Lesson 3. Practical - 1 hour. Development and study of their functional responsibilities when acting as part of a management body (operational group) in organizing and conducting ASDNR in the region (region, at the facility).
Lesson 4. Lecture 2 hours. Management functions implemented by AIMS RSChS. Organizational and technical construction of AIMS RSChS, features of functioning.
Topic 3. Fundamentals of planning actions of the RSChS and civil defense activities
Lesson 1. Lecture - 2 hours. Essence and goals of RSChS action planning. The structure and content of the main planning documents, the procedure for their development, coordination and communication to the performers.
Lesson 2. Lecture - 2 hours. The essence and goals of planning civil defense activities. The structure and content of the main planning documents, the procedure for their development, coordination and communication to the performers.
Topic 4. Training of the leadership and the population in the region
Emergency protection
Lesson 1. Lecture - 1 hour. The work of management bodies in the preparation and conduct of exercises in the RSChS system. General provisions. Classification of teachings. leadership and mediation. Development of documents in the preparation and conduct of exercises.
Lesson 2. Lecture - 1 hour. Training of the population in the field of protection during emergencies. General provisions, forms and methods of preparation. Civil defense training at economic facilities. Educational, material and technical base of civil defense.
Lesson 3. Seminar - 2 hours. Conducted according to the content of lessons 1 and 2.
Topic 5. Radiation, chemical and bacteriological protection in emergency situations of peacetime and wartime
Lesson 1. Lecture - 2 hours. A set of measures for radiation, chemical and bacteriological protection in case of emergencies associated with the release (outflow) of hazardous chemicals and the use of radioactive substances, agents and bacteriological agents. Fundamentals of the organization of dosimetric and chemical control, providing the population and forces of the RSChS with special equipment and means of chemical protection.
Lesson 2. Group exercise - 2 hours. Methodology for solving problems of identifying and assessing the radiation and chemical environment.
Topic 6. Engineering protection of the population and territories in emergency situations of peacetime and wartime
Lesson 1. Lecture-1 hour. Characteristics of emergency zones, foci of destruction (destruction) and zones of catastrophic flooding that occur in peacetime and wartime. The sequence of work of the governing bodies in predicting and assessing the engineering situation.
Lesson 2. Lecture - 1 hour. Requirements of ITM GO design standards. Requirements for the design and operation of protective structures of civil defense. Classification of protective structures of civil defense.
Topic: 7. Organization of medical support during emergency response
In peacetime and in wartime
Lesson 1. Lecture - 1 hour. Fundamentals of medical and evacuation support for the affected population in emergency situations in peacetime and wartime. Structure and tasks of the All-Russian Service for Disaster Medicine.
Lesson 2. Lecture - 1 hour. Organization medical protection population in natural and man-made emergencies. Organization of anti-epidemic measures in emergency zones.
Subject. 8. Fundamentals of logistics and technical support for the actions of the forces of the RSChS and GO
Lesson 1. Lecture - 1 hour. Basics logistic support actions of the RSChS and GO forces.
Lesson 2. Lecture - 1 hour. Fundamentals of technical support for the actions of the RSChS and GO forces.
Topic: 9. Communication and warning system of the Ministry of Emergency Situations of Russia
Lesson 1. Lecture - 1 hour. The communication system of the Ministry of Emergency Situations of Russia, its elements, principles of construction. Management of the communication system and its elements. Operational and technical service at communication centers. Ensuring the security of communications and information.
Lesson 2. Lecture - 1 hour. The centralized warning system of the Ministry of Emergency Situations of Russia, its purpose, tasks and structure.
Topic: 10. Fundamentals of the use of forces by the RSChS
Lesson 1. Lecture - 2 hours. Fundamentals of the creation and operation of departmental emergency services, emergency rescue teams in the Russian Federation, their structure and tasks. PSS EMERCOM of Russia, its tasks and organizational structure.
Special training
Guidelines
The thematic calculation of hours for special training is developed by the categories of trainees by the head responsible for professional training.
Mobilization preparation
For the mobilization training of officers (employees), civilian personnel and workers admitted to mobilization work in the governing bodies and forces of the EMERCOM of Russia, allocate:
In the central office of the EMERCOM of Russia, in regional centers and in the main departments of the EMERCOM of Russia in the constituent entities of the Russian Federation - 30 hours, of which 20 hours during exercises, training camps and trainings;
For officers (employees), civilian personnel and workers involved in mobilization work - 20 hours per year, including 10 hours during mobilization training, practical exercises on the implementation of mobilization training activities;
For other officers (employees), civilian personnel and workers - 20 hours, including 10 hours during mobilization training, practical exercises on the implementation of mobilization training activities.
The topics of mobilization training classes are determined by the Organizational and Mobilization Department of the EMERCOM of Russia and the heads of regional centers based on the characteristics of the region.
fire training
Learning objectives:
To know the material part of regular weapons, their combat capabilities, the requirements of the firing course, the safety requirements for handling weapons.
To be able to perform training exercises with standard weapons.
Thematic calculation of hours
1 The device of regular weapons, handling rules, care and saving. Group lesson. 1
2 Conditions for performing training exercises. Safety requirements. Group lesson. 1
3 Performing practice shooting exercises. Practical lesson. 2
Fundamentals of ensuring the protection of state secrets
As a result of the study, students should:
Know the requirements of the Law of the Russian Federation "On State Secrets" and "Instructions for Ensuring the Secrecy Regime in Ministries, Departments, Enterprises, Institutions and Organizations";
Requirements of the Ministry of Emergency Situations of Russia to improve the system of preservation of state secrets, increase vigilance in the governing bodies, institutions and rescue military units of the Ministry of Emergency Situations of Russia; the content of the main regulatory documents and their provisions on organizing and ensuring the protection of state secrets and information security;
Organization for the protection of state secrets.
To be able to organize a secrecy regime, secret work and protection of information during its processing using technical means;
To exercise control over the exact fulfillment of the requirements of the governing documents for ensuring the safety of state secrets.
The topics of the classes can be specified by the relevant supervisors, depending on the categories of trainees.
Thematic calculation of hours
Topics Topic name Quantity
1 The main regulatory and guiding documents that define the principles of organizing and ensuring the secrecy regime. Means of covert communication used in the management of SVF (governing bodies). Lecture 1
2 The degree of secrecy of the information contained in the works and documents, the procedure for its establishment and change. List of information subject to classification in the EMERCOM of Russia. Lecture. 1
3 Obligations of persons admitted to secret works and documents. Ensuring secrecy when working with secret documents, cipher telegrams. The procedure for the development, accounting, storage and handling of them. Group lesson. 1
4 The procedure for access to information constituting a state secret. Partial temporary restrictions on the rights of citizens admitted to information constituting a state secret. Lecture. 2
5 Possible channels of information leakage during its development using technical means, ways to protect it, control over the effectiveness of the information protection tools used. Lecture. 1
6 Rights and obligations of regime-secret bodies. The procedure for monitoring the state of the secrecy regime and the conduct of secret work. Group lesson. 1
7 Checking knowledge of the requirements of the main guidelines for ensuring the protection of state secrets.
The procedure for determining the assessment of professional training
The results of the professional training of officers and civilian personnel are held at the end of the summer training period and the academic year.
The main thing for assessing the training of all categories of trainees should be their ability to perform functional duties in the mode emergency and in a special period.
At the end of the academic year, officers take exams aimed at assigning (confirming) class qualifications in accordance with the qualification requirements of the order of the EMERCOM of Russia dated January 25, 2013 No. 46.
Professional training is checked during exercises, drills, exercises, seminars and control sessions in the scope of the professional training program, taking into account the requirements of the current guidance documents.
The assessment for the individual training of trainees and the overall assessment for the control body is determined in accordance with the "Instructions on the procedure for conducting inspections and final inspections of the control bodies and troops of the Civil Defense of the Russian Federation", approved by order of the Emergencies Ministry of Russia dated 2000 No. 5s.
§ 2. Organization of combat training in a unit, subdivision and analysis of its results
combat training- this is one of the main types of training of the Armed Forces of the Russian Federation, which is a purposeful, organized process of military training and education of personnel, coordination (combat coordination) of subunits, military units, formations and their command and control bodies (headquarters) to perform combat and other tasks in accordance with their purpose. Combat training is the main content of the daily activities of commanders, command and control bodies (headquarters) and troops. It is carried out both in peacetime and in wartime and is due to the state's needs for well-trained military personnel, subunits, units and formations capable of successfully fulfilling the tasks assigned to them.
The purpose of combat training is to ensure the constant combat readiness of troops, to achieve, maintain and improve the required level of military professional training of personnel, their physical endurance, coherence of crews, crews, subunits, units and their command and control bodies (headquarters) to perform combat and other tasks in accordance with their purpose.
The direction of combat training is determined on the basis of the fundamental provisions of the Military Doctrine of the Russian Federation, the Fundamentals (Concept) of the state policy of the Russian Federation for the development and training of the Armed Forces, taking into account the trends in the development of military art. It is built on a strictly scientific basis, using the experience of wars, armed conflicts and exercises, the prospects for the development of organizational forms and technical equipment of troops, as well as the experience of training the armies of foreign states.
The main tasks of combat training are:
Maintaining a high constant combat readiness of subunits and units for the performance of combat missions (tasks for their intended purpose);
Instilling in officers, warrant officers, sergeants (foremen) solid professional knowledge and skills, developing their commanding qualities, pedagogical skills in training and educating subordinates, as well as skills in managing crews, crews, subunits, units, formations and fire in the performance of assigned tasks and their further improvement;
Training of military personnel for independent and as part of crews, crews, units to fulfill their official and special duties in the course of performing combat (special) tasks and the skillful use of standard weapons and military equipment for combat purposes;
Coordination of crews, crews, units, units and formations, improvement of their field training; mastering new models of weapons and military equipment, instilling knowledge and skills in personnel in carrying out their maintenance and maintaining them in readiness for combat use, fulfillment of safety requirements;
Preparation of units and subunits for participation in armed conflicts and actions as part of united (multi-agency) groupings to maintain (restor) peace and security;
Checking in the course of training the existing statutory provisions on the organization and conduct of combat, the development of new methods of combat use of troops;
Coordinating the command and control bodies (headquarters) of subunits and units, teaching them the ability to control troops in various conditions of the situation and carry out measures that ensure the survivability of command and control bodies (headquarters);
Training military personnel to strictly and accurately comply with the requirements of laws and general military regulations of the Armed Forces of the Russian Federation; education among the personnel of high morale and combat qualities, a sense of responsibility for the defense of the Fatherland, vigilance, discipline, diligence, and military camaraderie;
The development of high psychological stability, courage and determination, physical endurance and dexterity, ingenuity, the ability to overcome the difficulties of combined arms combat, the ability to endure physical and psychological stress in difficult conditions;
Training of military personnel to comply with the norms of international humanitarian law and the rules of conduct in the conduct of war (during armed conflicts);
Ensuring the preparation of reserves; development of means and methods for improving the methodological systems of training and education, individual methods, taking into account the specifics of the troops, the characteristics of the training of military specialists in various fields;
Further development and specification of the content of training and education in accordance with the ongoing changes in the life of society and its Armed Forces, taking into account the improvement of weapons and military equipment, methods of combat operations, and the need to constantly increase combat readiness.
The following basic requirements are imposed on combat training:
Achieving the required result (level) of learning, i.e. clear definition by commanders (chiefs) of the goals and objectives of combat training and ensuring the required results of training of military personnel, troops and command and control bodies (headquarters) at all stages of their training;
Consistency in the preparation of all categories of trainees. It means coordinating the training of military personnel, troops and command and control bodies (headquarters) in terms of goals, tasks, content of training, place and time of events, ensuring joint training of military branches and special troops;
Rational use of the educational material and technical base of combat training and the cost-effectiveness of carrying out combat training activities, i.e. operation of combat training training facilities with a maximum load, their uniform loading during the academic year (training period), their timely maintenance and improvement, a comprehensive economic justification for the expediency and necessity of carrying out combat training activities at the facilities of the educational material and technical base;
The introduction of advanced, scientifically based training methods into the process of combat training, representing active and purposeful application of new effective forms, methods and means of training, continuous improvement of combat training methods.
When organizing and conducting combat training events, the following principles are strictly observed:
Compliance with the orientation of training and education of the state ideology, the provisions of the Military Doctrine of the Russian Federation;
Ensuring the constant combat readiness of subunits and units to perform combat missions for their intended purpose, regardless of the duration of their training;
To teach troops (forces) what is needed in the war;
Each commander (chief) trains his subordinates;
Visualization and maximum approximation of training to the situation of real combat operations; systematic and consistent learning, i.e. learning "from simple to complex". This principle in the practice of the troops is carried out in three directions: structural, organizational and methodological.
A. The structural direction involves the construction of combat training "from the soldier", i.e., the first stage of training should be individual training. After that, the coordination of departments (crews, crews), platoons, companies (batteries, battalions, divisions), regiments is carried out sequentially. Coordination of a larger military formation should be started only after the complete coordination of the subunits included in it.
B. The organizational direction presupposes a clear division of the functions of officials and control bodies of various levels in organizing and directing combat training. Squad (crew, crew) commanders, platoon and company commanders are direct supervisors of combat training. Battalion (division) commanders are the organizers of combat training. The regimental level of command is also entrusted with methodological guidance and comprehensive support for combat training. At the same time, the company (battery) is the center of combat training.
C. The methodological direction of combat training means the consistent formation of knowledge, skills and abilities among the trainees. At the same time, knowledge is transferred (communicated) in the form of lectures, conversations, stories, film and video films and practical actions of the troops. Skills are formed in the course of simulators, training, shooting, driving exercises. Skills are formed mainly in those forms of education where the main method is practical work. This primarily applies to tactical and tactical-special exercises and exercises. Thus, the story, demonstration, training, exercise, practical work are the methodological basis for the implementation of the principle "from simple to complex".
When organizing and conducting combat training events, the following principles are observed:
Scientific teaching;
Collective and individual approach to learning;
Consciousness, activity and independence of trainees;
Unity of training and military education.
A high level of combat training is achieved:
Knowledge by commanders (chiefs) of the real state of training of troops;
Timely and specific task setting;
High-quality and purposeful planning of combat training activities;
Continuous, flexible and operational management of combat training, personal participation of commanders (chiefs) in the planning of combat training activities and training of subordinates;
Strict implementation of the daily routine, plans and schedules of classes, the exclusion of disruptions and transfers of classes, separation of personnel from combat training;
Timely preparation and comprehensive provision of classes, the right choice of forms and methods of training, the use of recommendations from military pedagogy and psychology;
Applied nature and practical orientation of military personnel training;
Effective use of the educational material and technical base, its development, improvement and maintenance in good condition;
Skillful organization and conduct of methodological work in military units, constant search for new forms and methods of training military personnel, improvement of the methodological skills of class leaders, generalization and dissemination of advanced experience in training military personnel;
Purposeful and continuous educational work and skillful organization of competition during classes; constant monitoring of the progress of training units and effective work management bodies (headquarters) to provide assistance to subordinates; analysis of the results achieved and timely summing up the results with each category of trainees;
Comprehensive logistical support for combat training, the full bringing of the established norms of allowances to servicemen.
Combat training includes: single (individual) training of servicemen; training (coordination) of subunits (military formations), units and formations; preparation (coordination) of control bodies (headquarters).
Single preparation- training of sergeants and soldiers after their arrival in the unit (training unit). The purpose of individual training is to give military personnel knowledge, to instill skills and abilities (to master military registration specialties) necessary to perform duties in combat, when handling weapons, military equipment and performing daily service. Single training of sergeants and soldiers, including those undergoing military service under the contract and female military personnel, includes:
Initial (combined arms) training of military personnel, including those who entered the military service under a contract for the positions of sergeants and soldiers;
Acquisition of knowledge, skills and abilities for the position held (military registration specialty);
The study of the basics of training and education of personnel, the development of commanding qualities among sergeants; admission of sergeants and soldiers to independent work on equipment, combat duty (duty) as part of crew shifts;
Preparation and delivery of tests for the assignment (confirmation) of class qualifications, the development of an adjacent specialty; preparation for actions as part of duty shifts, crews, teams, units (military formations).
Individual training- maintenance and improvement in the course of coordinating crews, crews, units (military formations) of the knowledge, skills, professional skills and qualities of officers, warrant officers, sergeants and soldiers necessary for them to perform official and special duties in accordance with their position. The purpose of the individual training of military personnel is the complete and high-quality mastering of training programs, official and special duties for their position, and the achievement of the highest qualification.
Individual training is carried out:
Officers, warrant officers, sergeants - in the system of command training, in the course of scheduled classes and training in armament (weapons), on military and special equipment, simulators and other objects of the educational material and technical base;
A soldier - in the course of planned classes and training in subjects of study in the scope of general military training and training in a military specialty.
Training of crews, crews, units (military formations) and military units is carried out in order to ensure their constant readiness to conduct combat operations in any conditions of the situation in accordance with their combat mission. It is carried out in the course of their sequential coordination (combat coordination) in conditions as close as possible to combat.
Coordination is the training of military personnel in coordinated actions as part of duty shifts, crews, crews, teams, subunits (military formations) with subsequent training as part of a military unit and formation to perform combat (special) tasks for their intended purpose.
Training of governing bodies (headquarters) is carried out in order to ensure their readiness for planning combat operations, training and command of troops in any situation, as well as resolving issues of interaction and comprehensive support. This training includes: individual training of officers and ensigns of the control body (headquarters); training of support units of the command and control body (headquarters); coordinating the combat control groups and the command and control body (headquarters) as a whole.
combat training system- this is a set of interrelated elements that form a certain integrity and unity, functioning in the interests of training and military education of military personnel, coordinating command and control agencies and troops for conducting combat operations or performing other tasks in accordance with their purpose.
The elements of the combat training system are:
Central bodies of the Ministry of Defense of the Russian Federation, which determine the goals, tasks, structure and main content of combat training;
Military command and control bodies (types, branches of troops, military districts, formations, formations) directly managing combat training, carrying out its activities and its comprehensive support;
Crews, crews, subdivisions, units, formations and their command and control bodies (headquarters) with which training is conducted;
Organization of training;
Subjects of training, i.e., a set of tasks, techniques, standards, the implementation of which is trained by military personnel, subunits, units, formations and their command and control bodies;
Forms and methods of training military personnel, coordination of subunits, units, formations and their command and control bodies;
Educational material and technical base of combat training;
Material, logistic, financial, technical support for combat training activities.
All elements of the combat training system are interconnected and organically interact with other training and support systems of the Armed Forces of the Russian Federation.
The most important condition for the effectiveness of the functioning of the combat training system is the skillful and competent application of the forms and methods of training various categories of military personnel, taking into account the peculiarities of the functioning of military collectives.
The form of education is the organizational side of the educational process. It depends on the goal, the composition of the trainees and determines the structure of the lesson, the place and duration of working out training issues, the role and specifics of the activities of the leader, his assistant and trainees, the use of elements of the educational material and technical base, training and combat equipment. Forms of training are divided into general and specific.
General forms of education can be classified according to the following criteria:
a) according to the orientation of training - on theoretical and practical;
b) on the organization of trainees - on collective, group, individual;
c) at the venue - in the classroom and field;
d) at the place in the official process - for educational-planned, service-planned, out-of-service.
Educational-planned forms of education are typical for theoretical, practical and training sessions, live firing and missile launches, exercises, military games held during scheduled classes. Service-planned forms of training are implemented on park maintenance (park) days and days of routine maintenance, during scheduled safety briefings, special briefings and meetings. Out-of-service (extracurricular) - when organizing classes in technical circles, at conferences, various kinds of competitions, competitions, etc.
The main forms of education are:
Seminar;
Conversation (story-conversation);
Class-group lesson;
Self-preparation;
demonstration lesson;
Briefing (instructive lesson);
Training (exercise);
staff training;
Command and staff training;
Tactical flight;
group exercise;
Tactical drill;
Loss (situational loss) of actions;
Tactical (tactical-special) occupation;
Instructor-methodical lesson;
Comprehensive preparation;
Complex occupation;
Field exit;
Command post exercise;
Tactical (tactical-special) doctrine;
Combat training launch;
Control lesson (test lesson);
Competition (competition).
Each form of conducting classes provides for one or more teaching methods. Training methods are the methods and methods by which the transfer and assimilation of knowledge is achieved, the formation of skills and abilities, the development of high morale and combat qualities of personnel, the coordination (combat coordination) of crews, crews, subunits, military units and their controls is ensured ( headquarters).
In combat training, the following training methods are used in various combinations:
Oral presentation of educational material;
Discussion of the studied material;
Display (demonstration);
Exercise;
Practical work (in the field, in parks);
Self preparation.
These teaching methods are general. They are used in the training of military personnel of all types of the Armed Forces of the Russian Federation, military branches and special forces. The specifics of the activities and training of military personnel of various categories and specialties, subunits, units, formations, command and control bodies (headquarters) determine the use of combat training and special training methods in practice. They are interconnected with the general methods that form the basis of the corresponding methods of mastering one or another military specialty.
Each form and method of training and education corresponds to different types of classes. They depend on the subject of training, goals, educational issues, the category of trainees, educational and methodological support and material support. The choice of the form and method of training depends on the level of training of the personnel, the topic and purpose of the lesson, the availability and condition of the educational material and technical base.
Specific forms of training are associated with the specifics of the activities and training of military personnel of various categories and specialties, subunits, and determine the use of special training methods in the practice of combat training.
The organization of combat training is a purposeful activity of commanders (chiefs) and command and control bodies (headquarters) aimed at building the process of training subordinate troops and their command bodies, as well as preparing combat training measures.
Combat training is organized on the basis of the requirements:
Laws of the Russian Federation;
Decrees of the President of the Russian Federation concerning issues of military development and the functioning of the Armed Forces;
Decrees and orders of the Government of the Russian Federation, defining (clarifying) certain issues of the activities of the Armed Forces;
Orders and directives of the Minister of Defense of the Russian Federation concerning the issues of training the Armed Forces and the fulfillment of tasks by them for their intended purpose;
General Military Regulations of the Armed Forces of the Russian Federation;
Combat regulations and instructions;
Organizational and methodological guidelines for the training of troops in the academic year, regulations, manuals, instructions, programs and training courses for various categories of military personnel, units, which determine the tasks of combat training and requirements for it, the organization and content of combat training, as well as issues of its comprehensive security;
Orders on combat training of commanders-in-chief of types (branches) of troops, commanders of troops of military districts, commanders (commanders) of formations (formations, units); orders and instructions for conducting inspections, final checks and control classes; collections of standards for combat training.
The head of combat training is the commander. Combat training is directed by commanders (chiefs) of all levels personally, through subordinate headquarters (services) and combat training bodies.
The organization of combat training includes:
Making a decision on the organization of combat training;
Combat training planning; coordination of the developed documents and their submission for approval;
Setting goals and bringing the necessary planning documents (or extracts from them) to subordinates;
Control over the organization and course of combat training, evaluation of its results, promotion of advanced experience in troop training; leadership organization.
When organizing combat training, the state of combat training of troops is taken into account. This involves clarifying the topics of classes in individual subjects of training, the number of training sessions, exercises performed for each category of trainees, as well as redistributing training time to poorly mastered subjects and topics of classes, other combat training measures, taking into account the tasks facing subunits (units, formations).
When organizing combat training, such indicators as the staffing of subunits (units) are taken into account personnel, military equipment and weapons; the level of general education and pre-conscription training of servicemen; the availability and timing of the introduction of new military equipment and weapons into service, which make it possible to better plan the main activities, rationally allocate training time, develop the most acceptable forms and methods of training, as well as efficiently and rationally distribute ammunition, motor resources and other material and technical means.
The presence, throughput and removal of objects of the field educational material and technical base largely determine not only the quality of training, but also the consumption of motor resources, fuels and lubricants, and other material and financial resources. When organizing combat training events, such forms and methods of conducting training sessions are used that would make it possible to minimize the time spent on transitions (transfers) during training sessions. The time spent on moving to training facilities, moving when changing training places, is used to conduct incidental training and work out individual issues and standards for combat training.
Analysis and correct use of the results of inspections, final checks and control exercises in the organization of combat training allows commanders (chiefs) to consolidate the results achieved, determine ways to eliminate shortcomings and rise to a higher level in combat skills.
Decision-making on the organization of combat training begins with the clarification and evaluation of the initial data and the definition of the plan and consists in studying the governing documents, the tasks set by senior commanders; analysis of the results of current and final control, reports and proposals of subordinates; assessment of the conditions for organizing and carrying out combat training in the current academic year or training period; clarification of the degree and quality of staffing of subordinate troops with personnel, weapons, military and special equipment; analysis of the state and possibilities of the educational material and technical base, the availability financial resources for the organization and conduct of combat training events, living conditions. Commanders (chiefs) must begin this work in advance at all levels of command, without waiting for the order of the Minister of Defense of the Russian Federation on the preparation of the Armed Forces, organizational and methodological instructions for the training of troops in the academic year, the decision of the senior chief and the order of the commander of the military district, the decision to organize combat training of the immediate superior.
Based on the results of clarification and evaluation of the initial data, appropriate conclusions are drawn and specific measures are outlined that must be taken into account when organizing combat training (Scheme 1).
Scheme 1. The sequence of the commander's work on making a decision on combat training
With regard to units, the plan for organizing combat training determines: the main focus in training troops and their command and control agencies in the current year (training period); the procedure, methods and sequence of training (coordination) of military units (subdivisions, military personnel), command and control bodies (headquarters); the main issues of directing the training of troops.
Subsequently, the commander informs the officers directly subordinate to him about the instructions he received from senior commanders, announces the plan and sets tasks for the chief of staff, deputies, heads of military branches and services to prepare proposals. Commander's instructions must be sufficiently specific and purposeful. Their level of detail depends on how fully the initial data is understood, and on the preparedness of command and control officers. Hearing of proposals can be carried out both at the meeting and individually. The content of the proposals should reflect issues related to the most important combat training activities.
Based on the clarification of the requirements of the governing documents, a comprehensive assessment of the conditions, the concept and consideration of proposals, the commander makes a decision on the organization of combat training, which is the basis of planning.
The decision to organize combat training shall reflect: goals and objectives of combat training and methods for their implementation; the procedure for preparing subordinate troops and their command and control bodies for the performance of combat missions for their intended purpose and for training personnel; measures for the comprehensive provision of combat training; measures for the management of training, education and strengthening of discipline.
The goals and objectives of combat training are determined on the basis of the requirements of the governing documents, the specific tasks facing the unit (subunit), taking into account the actual conditions for organizing and implementing combat training in the current academic year (training period). Concrete and realistic goals and objectives not only determine the objectivity of planning, but also provide a clear guideline indicating the main areas of activity for commanders and chiefs of all levels.
When determining the procedure for preparing subordinate troops and their command and control bodies for the performance of combat missions for their intended purpose and for training personnel, first of all, the terms and procedure for working out issues of personnel actions on combat alert, bringing subunits and units to various degrees of combat readiness are outlined.
In the future, the sequence and terms of single training, coordination of subunits and units are specified; carrying out combat firing; the number and types of combat training competitions; the procedure for the withdrawal of subunits (units) to training centers; the procedure for joint training, including with subunits and units of other branches and branches of the armed forces.
When determining measures for the comprehensive provision of combat training, the procedure for using objects of the educational material and technical base, including those of other departments, spending motor resources, ammunition, imitation, money allocated for combat training is outlined, the order of construction and improvement of training facilities and the procedure for their implementation are determined. assigned to divisions.
When determining issues of directing combat training, measures are determined to provide assistance to subordinate subunits and to exercise control. A special place is given to demonstrative, methodical and control classes, summarizing and setting tasks, the work of complex groups for monitoring and providing assistance.
The commander announces the decision made to his deputies, headquarters, heads of combat arms and services and sets tasks for the direct development of planning documents.
Combat training planning consists in the collective work of commanders (chiefs) and headquarters to determine and agree in detail on the place and time of combat training activities and its comprehensive support, with a graphical display of the most optimal system for sequential training of personnel, coordination of troops, command and control agencies, to conduct combat operations in various conditions of the situation, the study of standard weapons, military and special equipment, methods of using them in combat. The basis for planning combat training is the decision to organize combat training.
Planning should be real, simple, visual and provide: A complex approach to solve combat training tasks; maximum use of educational and training facilities and high intensification of classes; using the experience of wars and armed conflicts, the achievements of domestic science and technology, best practices in the methodology of organizing and conducting classes and exercises.
Planning documents should be convenient for everyday use as a working document. When developing plans, all activities are mutually linked and coordinated with each other, their uniform implementation is envisaged throughout the entire academic year. The number of planned events and exercises, as well as their sequence, should be based on the level of training of the troops and the actual availability of time.
The coordination of combat training measures with the measures that determine the day-to-day activities of the troops means careful coordination of the ongoing combat training measures with the tasks that the troops perform on a day-to-day basis. These include: combat duty, guard, internal and garrison services; holding park days; putting equipment into storage; daily maintenance of weapons and equipment; performance of necessary economic and other works. The tasks performed by the troops in their day-to-day activities must not hinder or frustrate the fulfillment of the planned combat training measures.
In a military unit, planning begins with the receipt of combat training guidance documents within the time limits set by the commander (commander, chief) and must be completed no later than November 15. All combat training planning documents must be developed taking into account the provisions of a typical month.
Training plans are approved: military units - until November 15; battalions and their equals - until November 20. Class schedules in companies (batteries) are approved and communicated to personnel by November 25.
The system of work of the commander of a military unit and headquarters in the development of planning documents for the new academic year provides for a certain sequence of their organizational and practical activities and includes a number of interrelated stages.
First stage - assessment of the state of combat training of a military unit (subunits), completeness and quality of solving problems in the current academic year.
Second phase - study and deep understanding of the tasks set by the Minister of Defense of the Russian Federation, the commander-in-chief (commander) of the service (arms) of the troops, the commander of the formation, the commander of the formation for the new academic year.
Third stage - determination of initial data for planning.
Fourth stage - development of a plan for the preparation of a military unit in the new academic year.
Fifth stage - announcement to the main officials of the military unit management and the commanders of the units of the plan for the preparation of the unit in the new academic year and setting tasks for planning.
Sixth stage - organization and development of planning documents, their coordination.
seventh stage - reconciliation of plans and their approval.
Plans, after approval by a higher commander (chief), are binding on all personnel and become a program of actions of commanders, headquarters and services coordinated in terms of tasks, time and means. All adjustments to the plan are made only with the permission of the person who approved it.
Combat training activities are planned on the basis of the order of the formation commander "On the results of troop training in __ year and tasks for __ year" and the division training plan. The regiment develops: a combat training plan; order "On the organization of combat training, internal and guard services for __ year (training period"; plan-calendar of the main events for a month; consolidated schedule of classes for a month (for a week); schedule of classes for command training with training groups of officers, ensigns.
The plan for the preparation of a military unit provides for the following sections:
1. Mobilization preparation:
1) according to the plan of the senior chief;
2) according to the plan of the commander of the military unit.
2. Combat training:
1) according to the plan of the senior chief;
2) according to the plan of the commander of the military unit: training of personnel; preparation of governing bodies; preparation of units (subdivisions).
III. Activities of daily life and activities: ensuring combat duty; preparation management activities; training arrangements; work in departments; work with personnel; restoration and repair of weapons and military equipment; capital construction, repair and redeployment of military units and divisions; other activities.
IV. Procedure and terms of reporting.
The following appendices are being developed for the regiment's training plan:
The composition of training groups and the calculation of hours for command training of officers and ensigns;
Calculation of hours for independent training of officers and ensigns;
The list of topics, their content, the distribution of amplification means and the consumption of motor resources for tactical (tactical-special) exercises and training;
The list of gatherings of specialists and the timing of their holding; the list and terms of holding competitions, competitions, contests;
List and timing of sporting events;
Calculation of the allocation of motor resources for training;
Calculation of the allocation of ammunition for training;
Calculation of the provision of preparation measures with fuels and lubricants.
The work of planning combat training in a regiment begins with the preparation of a plan form, in which the activities carried out by senior commanders are first entered. It is expedient to enter these measures and the timing of their implementation sequentially in all sections of the combat training plan, after which the chief of staff, on the basis of the decision of the commander, specifies the timing of tactical (special tactical) and other exercises, the sequence of working out topics in training subjects. This work is carried out by the chief of staff with the involvement of deputies, chiefs of arms and services, who, together with the headquarters, develop the relevant sections of the plan, taking into account their specialty.
At the same time, deputy commanders, chiefs of military branches and services, and other officers involved in planning, on the basis of the decision of the commander and instructions of the chief of staff, complete the development of the relevant sections of the military unit preparation plan and annexes to it. With the development of one or another section of the plan, as a rule, corresponding applications are also developed in parallel (Scheme 2).
D 
the detailed development of a combat training plan begins with the clarification and development of the "Combat and mobilization readiness" section, which is usually developed personally by the commander with the involvement of the chief of staff.
Scheme 2. Algorithm for developing a combat training plan and annexes to it (option)
The direct development of the subsequent sections of the plan and annexes to it is carried out by officers allocated for this under the leadership of the chief of staff, who organizes and coordinates the work of all performers.
The officers appointed to develop the plan and its annexes, on the basis of the decision of the commander and the instructions of the chief of staff, make the necessary calculations, link the planned measures, make entries in the prepared forms of the plan and annexes to it. In addition to the staff officers, officers of the armed forces and services are involved in the development of individual sections of the plan and annexes to it.
The development of sections of the plan usually begins with checking the completeness of the measures previously entered into them from the decision of the commander and senior commanders, and determining the missing measures.
The development of the section "Training of personnel" is carried out on the basis of the calendar of an approximate typical month. At the same time, commander training is planned for certain weeks and days of the month, freeing up the rest of the time for exercises, firing, and going to training centers.
Fire, tank-rifle drills, and fire and subunit control drills are planned on the days of command training.
In the future, offsets and independent work of officers are planned.
Planning for the training of warrant officers is carried out in the same sequence as for officers.
The training of sergeants is planned only in the plans for the training of regiments and their peers. At the same time, educational and methodological gatherings, as a rule, are planned before the start of each period of study. When planning the training of female military personnel, it is necessary to take into account that it is advisable to train female specialists holding the positions of officers, ensigns in the classroom in the appropriate groups for command training of officers, ensigns. For women holding the positions of sergeants and privates, special training classes must be planned as part of full-time units.
Simultaneously with the second section of the combat training plan, an appendix "The composition of training groups, a list of topics and the calculation of hours for command training of officers, ensigns" is being developed. Then, in accordance with the commander's training programs, the relevant commanders develop a thematic calculation of hours for subjects of study for each category of trainees. After the development of this application, the application "List of fees of specialists and the timing of their holding" is being developed.
The section "Training of command and control bodies (headquarters)" is developed by the chief of staff with the involvement of assistant chiefs of military branches and services, and in part - personally by the chief of staff of the unit. Simultaneously with the development of this section, an application is being developed with a list of topics, the distribution of reinforcement means for command and staff exercises and training.
The development of the section "Training of units (subunits)" must begin with the planning of activities carried out by senior commanders, tactical (tactical-special, special) training for all units and subunits, including military branches. At the same time, special attention is paid to the planning of tactical exercises with live fire. Subsequently, measures are determined for the preparation of military branches, educational work; driver training and marches; conducting drill reviews, reviews of mass sports work; competitions and competitions in combat training.
Planning of fire training is carried out in units where the measures for fire training of subunits are specified. They are closely linked with tactical (tactical-special) training.
Planning of technical training is carried out only in terms of combat training of the battalion and its equal units by the deputy commander for armaments, indicating the standards and practical work.
Driving training planning is carried out by the deputy commander of the armament unit together with officers of subordinate services. He, together with the staff officers, is developing an appendix to the plan "Calculation of the need for ammunition and motor resources for combat training."
In parallel with the development of this section of the plan, relevant applications are being developed.
The section "Measures of daily life and activities" is developed by the chief of staff and deputy commanders with the personal participation of the commander. At the same time, the activities and deadlines for the work of officers of the unit’s management to exercise control and assist the commanders of subordinate units in organizing and conducting classes and exercises, strengthening discipline, comprehensively ensuring the process of training and education, etc. are first determined. These activities are planned so that they are carried out purposefully, taking into account the importance of the tasks solved in the unit (subunits), and are carried out, as a rule, by complex groups under the leadership of the commander or his deputies.
In addition to plans for the academic year (period), the regiment develops a plan-calendar of the main events for the month, which not only specifies the timing of individual events, but, most importantly, details the procedure for ensuring the main events, and sometimes additional events are planned in order to qualitatively fulfill the main month tasks.
The plan-calendar of the main events contains the main tasks and activities that ensure their implementation for a given month, indicating the specific dates, responsible executors, involved departments, venues, and is developed on the basis of the preparation plan for the part. A feature of this document is that it includes only those activities in which several units, services participate or the preparation and implementation of which require the direct participation of commanders and headquarters.
In addition, the following are being additionally developed in the unit: a work plan to strengthen discipline and improve the service of the troops; plan for the construction and improvement of the educational material and technical base; technical training plan (additional training) for drivers and other automotive service specialists; a plan for comprehensive counteraction to foreign technical intelligence; plan for training class specialists; plan of rationalization and inventive work.
The chiefs of the military branches and services of the unit develop plans for the work of services for the academic year, which reflect: the activities of senior commanders and the work order of departments (services) for their implementation; measures taken by the head of the military branch (service) to train subordinate units and units in their specialty; the timing of tactical (tactical-special) exercises and training, control exercises with their subordinate units; thematic calculation of hours for individual companies (platoons) and equal subdivisions of military branches and special forces for the period of training in the service profile; the timing and procedure for attracting units of military branches to combined arms tactical exercises; the timing of access to the training grounds and the organization of training on them; thematic calculation and timing of the commander's classes of their subgroup, ostentatious, instructor-methodical and other classes with officers of the military branches (sergeants) in the specialty, organization of self-training with them; the procedure for training class specialists in the service; the procedure for the material, technical and financial support of measures for the combat training of service units, the creation and improvement of the training and material base for the profile of the service; measures to strengthen discipline and improve the service of the troops; management of training and education of subordinate units.
developed: a plan for the preparation of the battalion; the composition of training groups and the calculation of hours for command training of officers; schedule of classes for commander training with training groups of officers, ensigns, sergeants; plan-calendar of the main events for the month; consolidated weekly schedule.
The training plan for the battalion and its equal units is a long-term planning document, drawn up for the training period and includes the following sections:
I. Combat and mobilization readiness:
1) according to the plan of the senior chief;
2) according to the plan of the commander of the formation (military unit).
II. Mobilization and combat training.
III. Mobilization preparation:
1) according to the plan of the senior chief;
2) according to the plan of the battalion commander.
IV. Combat training:
1) according to the plan of the senior chief: preparation of management bodies; command training; tactical (tactical-special) exercises, etc.;
2) according to the plan of the battalion commander: command training; single (individual) training; training units; competitions, reviews, competitions.
V. Activities of daily life and activities: ensuring combat duty (duty); preparation management activities; other activities.
The “Combat and mobilization readiness” section contains the procedure and terms for conducting combat readiness classes with battalion personnel, combat readiness training, measures to study mobilization resources, the procedure for monitoring the state of combat and mobilization readiness in battalion subunits (checking the availability, condition and accounting for weapons and military equipment, materiel; training of officers, ensigns, sergeants).
The section "Mobilization and combat training" includes the timing, procedure for conducting training, command and methodological exercises conducted in the battalion (its equal unit); single (individual) training; preparation of subunits (coordination of subunits, performance of firing (launches) and driving exercises, live firing, tactical exercises, tactical and drill exercises on materiel during a field exit); competitions, contests and competitions and planned costs.
The section "Measures of daily life and activity" includes measures to ensure combat duty (duty), the timing of activities to manage combat training: summing up and setting tasks for combat training, conducting control exercises, tests and drill reviews, control and final checks, measures of control and assistance, other measures.
The thematic calculation of hours for the training period is developed in accordance with the combat training programs for various categories of military personnel in all subjects of training.
The composition of training groups and the calculation of hours for commander training of officers include: the composition of training groups; general and thematic calculation of hours for subjects separately for each of them. In the battalion and its equal units, only a group of platoon commanders is created with the involvement of ensigns in them, holding officer positions.
The general and thematic calculation of hours for commander training is developed on the basis of commander training programs for officers and ensigns.
The schedule of classes for command training with training groups of officers, warrant officers, sergeants is drawn up for each month of training separately for each category of trainees.
The plan-calendar of the main events for the month and the consolidated schedule of classes for the week are current planning documents.
The plan-calendar of the main events for the month is essentially an extract from the training plan for the battalion (its equal) for the month and has the same sections. In it, on the basis of the plan-calendar of the main events for the month of the regiment (its equal), extracts from the schedule for the allocation of training facilities and the schedule of orders, the dates, time and form of the planned events are specified.
To organize daily quality control of the educational process and assist subordinates in the preparation and conduct of classes in formations, military units, a consolidated weekly schedule of classes is worked out. It is made up of commanders and chiefs who have subordinate military units, divisions, services, after receiving extracts from calendar plan and outfit graphics. They indicate the main activities (classes) of combat training that require control, support, assistance from the respective commanders (chiefs), as well as classes conducted by them personally and their direct subordinates.
In the company and its equal units, on the basis of the training plan for the battalion and its equal units and the consolidated schedule of classes, a weekly schedule of classes is developed. It is the main document that determines the organization and course of combat training in training groups and subunits. All training programs and plans are implemented through class schedules.
In the schedule of classes for each platoon and its equal units, the following should be determined:
In columns 1 and 2 - the date and time of the classes;
In column 4 - the subject of combat training, the numbers and names of topics and classes, the forms (method) of classes, the numbers of standards;
In the remaining columns - venues, class leaders, guiding documents and material support for classes, a mark on the class.
In addition to planned classes with the personnel of the unit, the schedule includes training, self-training, summing up and setting tasks, instructor-methodical classes with sergeants.
The schedule of classes also indicates the preparation and service of units on duty, the time of combat duty and other activities carried out as part of the units, including park and housekeeping days, maintenance of weapons and equipment, chores and washing in the bath.
When conducting classes as part of a unit with the involvement of officers, this category of servicemen is also indicated in the class schedule.
The class schedule is drawn up personally by the unit commander and approved by the senior chief no later than Friday of the current week.
The planning of combat training for the next month must be completed: in a military unit - before the 25th; in the unit - until the 29th (for March - until February 27).
In order to improve the methodological skills and effectiveness of the work of commanders in military units, a system of work for officials (a typical month) has been introduced to organize planned daily activities, including combat training.
The first week is organizational. Certain events are held in military units: commander training, tactical (tactical-special) training (Monday - ensigns and sergeants, Tuesday - battalion commanders (group leaders), Wednesday - company commanders, Thursday - platoon commanders, commander and instructor-methodical classes; drill reviews, the work of complex commissions).
In military units of full and reduced strength, additional work is carried out in units to provide assistance in organizing and conducting events for combat training, educational and mass sports work.
The second week is mobilization. In reduced military units the following activities are carried out: command (mobilization) training, training, command post and mobilization exercises; work in the troops, control and assistance in conducting combat training classes, carrying out activities of the mobilization week:
The first day - classes on mobilization training with all categories of officers;
The second day - the study of mobilization resources, clarification of registration, the work of officers in military commissariats, military construction and training military units;
The third day - the work of representatives of the military commissariats in the completed military units;
Fourth and fifth days - study of documents of combat and mobilization readiness, combat documents;
The sixth day - work on the basis of mobilization deployment and combat coordination.
The following activities are carried out in full-strength military units: command (mobilization) training, training, command-staff and mobilization exercises; scheduled combat training classes; Wednesday, Thursday - mobilization days; Friday - study of combat missions.
The third week is planning; for formations, military units - park.
In military units, the following is carried out: conducting classes on command training with officers of departments; conducting (participating in) command and staff exercises (staff training); development of plans-calendars for the next month; leadership and control over the development of plans for the main events and schedules of classes for the week in companies, checking the records of combat training; execution of current documents, submission of reports, reports, applications to the contenting authorities:
The first day - classes on the security of military service, holding reviews of weapons and military equipment, parks, warehouses of missile and artillery weapons and military equipment;
Second, third and fourth days - implementation of measures for the maintenance of weapons and military equipment, the improvement of parks and warehouses;
Fifth day - conducting classes on technical (special) training with all categories of military personnel (with a driver's staff - driver's day);
The sixth day - summarizing the quality of work performed, summing up the results of the park week.
In military units of constant readiness, additional scheduled classes in combat training are held;
The sixth day is a park (park and economic) day.
Fourth week - control classes. Practical work in subdivisions to strengthen military discipline and service of the troops, logistics, improve the educational material and technical base; work of complex groups; analysis of the state of implementation of combat training plans, strengthening of military discipline, rendering assistance to subunits; summing up the results of work in departments for the past month, setting tasks.
In military units: control classes in the main subjects of combat training with all categories of military personnel; command classes with commanders and their deputies; summing up the results of combat training, military discipline, service of troops, operation of weapons and military equipment; setting goals for the next month.
The practical activity of officials in planning daily activities for the week begins on Wednesday, when, based on the instructions of the commander of the unit, the monthly plan-calendar of the main events, the headquarters of the military unit, together with the deputy commanders of the unit, heads of military branches and services, and chiefs of staff of battalions (divisions) develop proposals for the commander of the military unit to make a decision on the organization of daily activities (combat training) and clarify the action plan for the next week.
The headquarters of the military unit (on a standard sheet of drawing paper) develops an idea for a consolidated schedule of classes and the main events of the military unit for the next week.
The concept of the consolidated schedule of classes and the main events of the military unit for the next week reflects proposals: on the distribution (redistribution) of the daily order between units; by appointment of the duty unit; on the distribution of objects of the educational and material base for conducting classes in combat training, conducting control, instructor-methodical classes by the commander of a military unit, his deputies, heads of military branches and services; on the order of work of the chiefs of military branches and services of the unit in subdivisions for checking the state of stocks and resources (one or two days a week in a company); the date and time of the bathing of personnel in the bath, the places and times of holding events common to the unit, divisions (evening inspections, park days, sports holidays, conferences, unified days of sergeants, drivers, etc.), as well as divisions allocated for performing chores, on combat duty.
Prepared proposals for planning the coming week with a consolidated schedule of classes and main events of the military unit of the current week on the same day are submitted by the chief of staff to the commander of the military unit for making a decision and considering planning documents.
On Thursday every week the commander of a military unit holds a meeting with his deputies, heads of military branches and services, commanders of battalions (divisions), individual companies (batteries). The Chief of Staff announces the plan for organizing the daily activities of the upcoming week. Deputies commander of a military unit, heads of military branches and services report the results of the activities of the military unit for the current week on their issues and proposals for organizing their work for the coming week.
At the end of the planning meeting for the upcoming week, the commander of the military unit, as a rule, sums up the results of the current week; gives instructions on the organization of daily activities for the coming week and approves planning documents.
At the end of the meeting, the commanders of battalions (divisions), heads of military branches and services bring the instructions of the commander of the military unit to the commanders of companies (batteries), individual platoons and hand them extracts from the combat training plans of the military unit, battalions (divisions) updated based on the results of the meeting for scheduling classes .
On Friday every week, the commanders of individual subunits in the tactical class of the headquarters of the unit under the leadership of the chief of staff (deputy chief of staff) of the unit, and the commanders of line companies (batteries) in the corresponding premises of the battalions (divisions) under the guidance of the chiefs of staff of the battalions (divisions) personally draw up and write the schedule for upcoming week.
In the tactical classroom of the headquarters of the military unit, the premises of battalions (divisions) in the designated place, control copies of the necessary reference literature (combat training programs, firing courses, driving, manuals on types of support, general military regulations, manuals, manuals, training methods for subjects of study and other documents) for scheduling classes.
Company commanders arrive to draw up schedules with their literature. Before starting work, the unit chief of staff (deputy chief of staff), chiefs of staff of battalions (divisions) are required to: check the presence of officials and their readiness for work; check the availability of literature from the unit commanders and its compliance with the control copies; bring the instructions of the commander of the unit (battalion); clarify the subject and time of conducting control, instructor-methodical classes conducted by the unit commander, his deputies, heads of military branches and services; to bring (clarify) the working hours of officials of the military unit to check the condition, maintenance, accounting, storage, conservation and operation of weapons and military equipment, material reserves and their consumption; clarify the activities of educational work, options for morning physical exercises for each day of the week, the content of physical training, the time and content of mass sports work; clarify the topics of instructor-methodical and demonstration classes with sergeants, training with personnel in the morning, as well as the time for bathing personnel in the bath.
Based on the instructions of the commander of the military unit, the specified measures of daily activities, the requirements of combat training programs, using educational and methodological literature, the commanders of subunits personally develop the schedules of classes for subordinate subunits. Upon completion of work, the unit commanders submit the schedules of classes to the chief of staff of the military unit (chief of staff of the battalion) for verification, coordinate them with the officials of the military unit and submit them for approval to the relevant commanders, chiefs. Approved class schedules are posted to the end of Friday of each week in the locations of units.
The class schedule is the law, changes to this document can be made only in exceptional cases with the personal permission of the commander of the military unit by crossing out the planned event and writing a new one in the bottom of the class schedule form, with each change certified by the signature of the commander of the military unit.
The commander of a military unit, deputy commanders, heads of military branches and services develop personal work plans for a month (week). They usually indicate: the activities carried out by the senior chief, indicating the timing, place and method (form) of the activities; events personally held in subordinate units, indicating the timing, place and method (form) of the events; individual training activities (including self-training) indicating specific activities and deadlines.
Personal plans must comply with the plan of the daily activities of the military unit and the plans for the daily activities of subordinate units. They are signed by officials and approved by direct commanders (chiefs).
After the development of planning documents is completed, all planned activities are carefully checked and coordinated among themselves, after which the developed documents are submitted for approval and approval to the relevant commanders (chiefs).
Upon approval, the following is checked: compliance of the developed planning documents with the established sample forms; completeness of coordination of plans with the relevant officials; completeness and quality of planning, compliance of goals and objectives in planning documents with the plan for the preparation of the unit, announced by the unit commander; mutual consistency of the planned activities in terms of timing, venue, responsible executors, involved forces and means; the reality of plans with verification of calculations-justifications for planned activities, as well as other issues at the discretion of the unit commander.
In the course of coordination, all planning issues are finally (if necessary) resolved, the role and place of each chief in the performance of the most important tasks are clarified. Coordination of planning documents is carried out under the direct supervision of the commander. At the same time, in the course of coordinating and approving planning documents, the commander checks the readiness of his deputies, heads of departments and services, commanders of subordinate units to solve the tasks set for the new academic year.
After completion of the coordination of planning documents, the commander sums up the results of planning, evaluates the work carried out by the relevant officials and, if necessary, sets tasks for finalizing the developed documents. Approval of planning documents is carried out immediately after summing up the results of planning or at another appointed time.
Tasks for combat training are set in part by the order “On the organization of combat training, internal and guard services for the __ academic year (training period); other orders (instructions) of the unit commander.
The chiefs of military branches and services set tasks for subordinate units and services in relation to the above terms.
The headquarters of the unit, no later than the 20th day of each month, sends extracts from the schedule for the allocation of training facilities at the training grounds and the schedule of orders to the units.
Tasks are set (specified), as a rule, simultaneously with summing up. They should not repeat the provisions set forth in the guidance documents, but develop them in relation to the unit, subdivision and specific situation. Tasks should be specific, justified and realistically achievable, provide for the consolidation of the positive results achieved, the elimination of shortcomings that have taken place in this unit, and determine the next milestone in the training of personnel of the unit (unit) with specific deadlines, quantitative and qualitative indicators.
When setting tasks, the commander determines:
Combat training activities to which special attention should be paid in a given academic year (training period);
The order of preparation of the unit (subdivisions);
The timing of the withdrawal of units to the training grounds for working out combat training tasks and ground work;
What exercises, exercises and in what units will be conducted by the commander, where and at what time will the commander's complex group work to provide assistance and monitor the progress of combat training;
What and to whom to carry out measures for the comprehensive support of the course of combat training and the timing of their implementation;
The sequence and timing of the implementation of measures to organize combat training, determines in detail: the procedure for training officers, warrant officers, sergeants and units, including which and to whom to additionally work out topics and classes, specifies the number of hours for their implementation;
Forms and methods of educational work in subdivisions;
The sequence of use by units of the objects of the educational material and technical base, compliance with safety requirements when conducting combat training activities;
The procedure for organizing and conducting inventive and rationalization work; order of control and assistance.
In addition, the commander of the unit on a monthly and weekly basis can clarify tasks in the main subjects of training, conducting classes with certain categories of military personnel, in terms of the consumption of material resources in tactical (tactical-special) classes and exercises, complex classes and on other issues.
The commanders of subdivisions set tasks according to the subjects of training, topics and standards of combat training. This usually states the following:
The procedure for conducting command classes with sergeants;
Terms of coordination of divisions;
Clarified content of the topics of classes and standards;
What classes, exercises and in which units will be held by senior commanders (chiefs);
What topics (standards) to additionally work out with lagging units (military personnel);
The procedure for working out issues of moral and psychological preparation in the course of training sessions, exercises and trainings;
The procedure for conducting field trips and range work.
Combat Training Leadership- this is a purposeful activity of command and control bodies and officials in planning, organizing combat training, providing assistance and monitoring the organization of combat training in subordinate troops and their command and control bodies; control over the course of implementation of combat training measures; summarizing the experience of combat training and bringing it to the attention of military command and control bodies and troops, taking into account combat training measures and reporting on them; regulation of training and military education of military personnel, coordination of subunits, units and their command and control bodies.
Combat training is directed by commanders (chiefs) of all levels personally and through subordinate command and control bodies (headquarters). It must be specific and ensure the full and high-quality implementation of combat training programs and plans.
Requirements for the leadership of combat training:
Compliance of the content of combat training with the provisions of the Military Doctrine of the Russian state;
Strict and complete observance of the principles of military training and education;
Taking into account the achievements of military science, the experience of wars and armed conflicts, best practices in organizing and conducting combat training activities for troops;
Effective use and development of the educational material and technical base of combat training.
The main activities of combat training management are:
Monitoring the progress of combat training and providing assistance to subordinate commanders and subunits;
Purposeful training of commanders and staffs for directing combat training;
Organization of work to improve (confirm) class qualifications;
Organization of competitions, competitions (competitions) among military personnel and units according to tasks and standards;
Continuous study and prompt implementation of best practices in teaching practice;
Continuous improvement of the educational material and technical base and the timely introduction of the latest training aids into the practice of combat training;
Accounting and reporting, timely and objective summarizing the results of combat training.
An important element in the management of combat training is the control over its progress and the provision of assistance to subordinates. The purpose of control and assistance is to provide the commander (chief) with objective data reflecting the readiness of subordinate troops and their command and control agencies to perform tasks for their combat mission, the level of training of personnel, the actual state of affairs in combat training, the state of discipline and service of troops in all units and training of commanders (chiefs), organization, planning, conducting and comprehensive support of combat training activities and other issues.
The main content of the work on control and rendering assistance is: verification of the implementation of the plan and programs of combat training, the coverage of training for all categories of military personnel; checking and evaluating the organization and methods of conducting classes and exercises, the level of training of personnel and the coherence of units, studying the results of monitoring the progress of combat training, determining the causes of discovered shortcomings and assisting subordinates in organizing and carrying out work to eliminate them; developing measures and planning the work of services to eliminate deficiencies that require the decision of the head who organized the inspection; training the commanders of the organization's subdivisions and the methodology for solving the assigned tasks by preparing and conducting targeted instructor-methodical and demonstrative classes, joint practical work on the preparation and implementation of the main training events for troops; control over the elimination of discovered deficiencies.
Commanders (chiefs) are obliged to exercise constant control over the fulfillment by subordinate units of the assigned tasks and the quality of the educational process. Control is carried out through the planned work of senior commanders in units, subunits, as well as according to reports received from subordinate commanders and chiefs.
Control measures are reflected: in the plans for the preparation of parts - for the academic year; in the plan-calendar of the main events - for a month; in the plans of work of complex groups - for the period of their work.
In the battalion, control measures are reflected: in the combat training plan of the battalion (its equal) - for the period of training; in the plan-calendar of the main activities of combat training - for a month. Unit commanders draw up personal work plans for the month (week), which are approved by direct commanders (chiefs).
The battalion commander must check the quality of the training every month in at least 2 units, the company commander (his equal) - weekly in at least 1 squad, platoon and equal units. When checking the organization and course of classes, the state of accounting for combat training is necessarily checked. The results of the checks are recorded in the combat training logs.
Control over the course of combat training is subdivided into current (everyday) and periodical.
Current (everyday) control serves to ensure the quality of the training process, adjust the training process, and prevent negative phenomena in combat training. The content of the current control: checking the readiness of the main activities of combat training, training leaders for the next classes; checking the organization, methodology and course of classes; checking the quality of assimilation (working out) by military personnel of topics learning objectives and standards during classes; checking the serviceability and efficiency of the use of the educational material and technical base; hearing subordinate commanders (chiefs) on the implementation of combat training measures and readiness for classes the next day.
Day-to-day (current) monitoring of the course of combat training should be carried out in accordance with the consolidated training schedule, as well as the personal work plans of the commander and other command and control officers of the unit.
Periodic control organized in order to check the level of training of personnel in individual subjects of training, official and special duties, the training of units as a whole, after working out individual sections of the programs (completion of coordination stages), training units, introducing best practices and requirements of guidance documents into the training process. The content of periodic control: checking the level of training of personnel for combat duty; test (control) classes (exercises); final (control) checks; verification of the organization of training and commissioning of newly arrived reinforcements, graduates of training centers, military personnel serving under a contract, officers - graduates of military educational institutions, officers called up from the reserve, and military personnel transferred from other branches of the Armed Forces of the Russian Federation; checking the performance of individual tasks by officers; monitoring the implementation of best practices; acceptance of tests based on knowledge of guiding documents on combat training.
The level of readiness of units and subunits to perform tasks for their combat mission is checked at combat training classes, and the level of professional training of personnel is checked at control classes.
The level of readiness of units and subunits of constant readiness to perform missions for combat purposes is checked: at the exercises of subunits, units and formations; in training; in combat shooting.
Exercises during the final (control) checks are conducted with a battalion and its equal units on complex topics, with a company and its equal units - on one of the topics. A part, a subunit is brought to these exercises in full force with standard weapons, military equipment and established stocks of materiel. Certain restrictions may be imposed at the discretion of the person in charge of the review.
Control exercises are an effective means of checking the quality of assimilation by personnel of the main topics of training programs and increasing the personal responsibility of commanders for the level of training of subordinate units.
At the control sessions, personnel are checked on the implementation of combat training tasks, exercises and standards in accordance with the requirements of orders and directives of the Minister of Defense of the Russian Federation, directives of the General Staff of the Armed Forces of the Russian Federation, organizational and methodological instructions of the commanders-in-chief (commanders) of the branches of the Armed Forces troops, special troops) for the training of troops for the current year, programs, courses, manuals, charters, instructions and collections of standards.
Control classes are conducted by commanders, chiefs of military branches and services upon completion of individual training of soldiers and combat coordination of units. Control exercises to check the coherence of the battalion and its equal units are carried out by the commander of the formation, company and its equal units - the unit commander.
In order to improve the quality of training of troops for exercises, part of the tactical drill exercises immediately preceding company, battalion and equivalent tactical (tactical-special) exercises are conducted on equipment together with reinforcement units as control exercises by senior commanders.
The work of senior commanders in subordinate units in order to control and provide assistance is planned, as a rule, in a complex manner. For these purposes, complex groups are created from officers of the control bodies (headquarters), heads of military branches, special troops and services. In the course of their work, they must: teach commanders effective methods of management, mastering new equipment and weapons, improving the methods of training and educating subordinates. The duration of the group's work in the unit is up to a week.
Before working in subordinate units of senior commanders and complex groups, a plan for their work is developed. It defines: purpose and objectives; the composition of the complex group; terms and duration of work; the composition of the units involved in the audit; issues of organizing combat training, subject to study and verification; main issues of assistance; the procedure for the preparation and work of the leader and group in the troops (work plan); the procedure for recording the results and summarizing the work of the integrated group.
Based on the plan, a work plan of the integrated group is drawn up, specified in place, time and tasks to be solved, targeted training is carried out with a check on the readiness of officers to fulfill the task assigned to them, personal work plans are approved, linked to the daily routine of the unit.
The developed plan should take into account the activities carried out by the subdivisions as much as possible, and not only exclude their disruptions and postponements, but also assist in their preparation and implementation. If necessary, work plans may additionally include activities and exercises that need to be carried out in a given unit by a senior boss in order to train subordinates or eliminate existing shortcomings. IN without fail assistance should be provided on the most important events of a typical month or week.
In the course of training, instructive sessions are held with officers, at which the following are brought up: the goals, objectives and work plan of the group; analysis of the state of affairs in a particular unit and unresolved issues; the procedure for checking, evaluating and providing assistance in organizing, conducting and comprehensively providing combat training. At the end of the classes, the group leader sums up the results and sets tasks for the further training of officers.
In preparation for work, officers are required to study the methodology for conducting those classes and activities that they will conduct in the course of control and assistance. Each member of the group, preparing for work, must prepare plans for upcoming classes in the units.
Officers who will conduct exercises in the course of control and assistance are obliged to: understand the purpose of the lesson, with which unit it is conducted and on what topic, the state of the units, their composition and tasks to be solved; study the program, a collection of standards on the subject of training and draw up a list of questions and practical tasks, taking into account the fact that military personnel should know and be able to perform; determine the methodology for conducting the lesson, think over its organization and procedure; determine training places, their number and their assistants; determine the necessary security requirements; when setting a task for the commanders of units (subdivisions), indicate: place, time, procedure for conducting the lesson, material support, time of readiness. If necessary, individual tasks can be given to the checked (trained).
Preparations for work on control and rendering of assistance are being completed by checking readiness for it. The main task of the readiness check is to determine the degree of readiness of the officers of the integrated group to work in units and to give permission for admission to work as part of the commission. During this stage, interviews should be held with all members of the complex group and, if necessary, tests should be taken, which check their knowledge of the statutes, guidelines, readiness for work. Based on the results of the interview or the passing of tests, a conclusion is given on admission to work.
The results of the work of the integrated group are reflected in reports (reports) or acts that indicate: the degree of implementation of programs and plans for combat training, the level of training of military personnel and the coherence of units, the shortcomings that took place and their causes, conclusions on the organization of combat training in this unit, as well as the results of work on other issues, measures to eliminate the identified shortcomings with the determination of the timing of their implementation.
Measures to eliminate deficiencies that cannot be eliminated during the period of work, and the timing of their implementation are included in the relevant plans for the preparation of parts.
The study, generalization and implementation of advanced training experience consists in the purposeful daily work of commanders (commanders, chiefs), command and control bodies (headquarters) to identify new, advanced methods and ways of organizing the training and education of officers, warrant officers, sergeants, soldiers and the application of new methods, methods training and education through demonstration, instructor-methodical classes, meetings and methodological conferences (seminars) on topical issues of combat training, development of methodological manuals and recommendations. The holding of such events contributes to the establishment of common views on the methodology for preparing and conducting classes and exercises in this part, compound.
Accounting for the results of combat training is a reflection of the quantitative and qualitative indicators of the fulfillment of plans for the training of personnel and the level of training of troops. Accounting includes the collection, systematization, storage, updating and analysis of data that reveal the degree of preparation of units, units and formations. It should provide a comprehensive analysis of the state of the level of training and coherence of units, the progress and quality of the educational process in order to prepare the necessary decisions, recommendations in the process of command and control of troops to maintain and improve their combat readiness.
Accounting is divided into operational and periodic.
Operational accounting consists in the daily recording and processing of the results of the implementation of combat training plans and the assimilation of the training program by personnel. It includes accounting for the combat training of soldiers (sailors) and sergeants (foremen) of a platoon (an equal unit), ensigns (midshipmen), officers of units.
Periodic accounting is a summary of the results of operational accounting with subsequent analysis and conclusions for a specified period of time of the academic year (week, month, quarter, half year, year).
The main accounting document for the combat training of a unit (battalion, company, platoon and equal subunits) is the combat (commander's) training register, which is maintained during the academic year. Journals are kept for a year and destroyed at the end of it.
In a platoon and equal subunits, records of combat training and its results are kept in the combat training log, with specification for each serviceman.
In a company and its equal subunits, records of combat training and its results are kept in the combat training log of the company and its equal subunits for squads (crews, crews) and platoon. In addition, marks are made on the conduct (fulfillment) of classes (events) in the class schedule.
In a battalion and subdivisions equal to it, combat training and its results are recorded for a platoon, company, and subunits equal to them. In addition, the commander's training of officers and ensigns is taken into account in the registers of commander's training.
In part, combat training and its results are recorded for companies, battalions and equal subunits. In addition, the commander's training of officers and ensigns is taken into account in the registers of commander's training. In the plan of combat training of the unit and the plan-calendar of the main activities, marks are made on the implementation.
Responsibility for maintaining accounting documents in a unit, battalion and equal subdivisions rests with the headquarters, in a company and equal subdivisions - with the commander; for commander training - to the head of the commander training group.
Personal records of officers' training are kept at headquarters, personal records reflect the results of commander's studies, final checks, exercises, fulfillment of individual tasks and other indicators of officers' service.
Reporting on the results of combat training is a system of reporting and information documents and measures that provides commanders and command and control agencies with timely and objective data on the progress and quality of troop training. It provides for concreteness, efficiency, and continuity in the management of troop training, and includes: reports on the results of combat training for the winter period of training and the academic year; reports (acts) on the results of inspections in accordance with the instructions on the procedure for inspections; reports on the implementation of training plans; reports on the readiness and conduct of the main combat training activities carried out personally by the commanders; current (including formalized) reports using computer centers, telephones and other communication equipment.
The results of control in the subunit are recorded in the combat training register, summarized by the headquarters and reported to the commander for decision-making.
Subunit commanders report on a weekly basis on the quality of the implementation of the planned activities, the coverage of personnel in combat training.
Based on the results of the control, commanders (chiefs) conduct both general reviews and reviews with individual categories of personnel, which consider positive experience, shortcomings, their causes and ways to eliminate them.
The battalion commander (and his peers) monthly reports on the accomplishment of the assigned tasks, the results of the training of personnel, attendance at classes, assessments of units in subjects of training for the month to the unit commander.
The unit commander (and his equals) monthly analyzes the degree of fulfillment of the assigned tasks, the level of training of subunits, the quality of the educational process and the coverage of personnel in combat training, and shortcomings in combat training. On a monthly basis, in the amount established by the commander of the formation, he reports on this with an indication of the marks given during the control exercises. Based on the final data for the training period and the academic year, he submits a written report to the unit commander.
Each service must know the state of training of subdivisions directly subordinate to it, and according to the profile of its specialty - for all subdivisions. To do this, the order of reports on services is established and accounting forms are developed.
MILITARY THOUGHT No. 9/1993, pp. 48-52
Professional training of officers of the Armed Forces of the Russian Federation
Lieutenant GeneralV.A. Sapozhinsky,
candidate of military sciences, professor
THE MODERN system of officer training in the Armed Forces of the Russian Federation has developed historically and operates with a certain impact. Therefore, it would be a mistake to question literally all aspects of its activities, not to take into account the accumulated experience, scientific schools and the existing educational and material base. This is not the first time this problem has been raised in the pages of the journal, and we have enough examples confirming that the volume and content of the training of military specialists do not fully meet the modern requirements for the development of military affairs. The main reason for this, in our opinion, is the large costs of the system itself, the lack of a scientifically based concept: what, to what extent and at what level to teach. To solve these problems, various, most often subjective approaches are proposed. Some are of the opinion that military schools and academies should prepare officers for a specific position. Others believe that universities should provide only fundamental knowledge theoretical foundations, and specialization will be completed through a system of officer courses. It seems that, as in any multifaceted process, extremes are unacceptable here.
The system of military education that has developed in recent years is a continuous educational process. At the same time, its main components are: initial military training; military professional training during the period of military service in the ranks of the Armed Forces (including in training units); training in the Suvorov and Nakhimov schools; training in military schools and military departments of civilian universities, followed by service in the troops or training in the reserve; command training; advanced training in officer or academic courses; training in military academies. In addition, it is possible to single out the training of reserve military personnel at various training camps.
However, when considering the content of education, we cannot note such a “diversity”. So, the training of officers takes place mainly in the target military educational institutions. There is no significant difference in the curricula of specific (clan) military schools and academies. As a rule, numerous universities simultaneously train specialists of the same profile with a certain degree of specialization, which leads to duplication, dissipation of funds to create an identical material base, and an increase in management costs. Officer courses do not meet their purpose of improving the professional training of officers. To date, the continuing education courses for officers existing in the system of military education have lost their significance to some extent. The main reasons for this lie primarily in the isolation of curricula from the content of training in military schools and academies, and most importantly, in the fact that they practically do not affect the promotion of an officer in the service.
In our opinion, an important link in the training of officers is commander training. But the current programs do not provide for building up knowledge, skills and abilities: from year to year the same topics are studied, classes are repeated, the experience and level of professional training of trainees are not taken into account, all this leads to the conclusion that, with visible unity various elements of the officer training system function without proper communication with each other. Moreover, these shortcomings have already been conceptually considered in the Regulations on the construction of the RF Armed Forces in the section “Training of military personnel”. However, in our opinion, more attention is paid to organizational issues.
Advanced pedagogy in the institutional aspect considers the education system as a set of formal and informal sub-systems. The formal includes such educational institutions as general education schools, higher and secondary specialized institutions, various courses (official institutions); in the informal - family, church, museums, clubs, etc. The formation of a comprehensively developed personality, including a military professional, is conditionally carried out in two directions: the first is the acquisition professional qualities, i.e. education; the second is the formation of civil and universal qualities, i.e. upbringing.
Within the framework of the theory of lifelong education, research under the auspices of UNESCO began a quarter of a century ago. In Russia, this issue has been dealt with only for the last decade. IN general view the idea of lifelong education reflects the urgent social need for streamlining the vertical structure educational process and its completion with new elements. Both in content and structurally, the proposed system of continuous education provides for two main types of training: fundamental (general theoretical) and applied (in the specialty, according to the official purpose). At the same time, it is necessary to take into account the peculiarities of creating a system of continuous education: the possibility of receiving it throughout the entire active life of a person; stimulating the very fact of acquiring, updating and raising the level of knowledge; satisfaction of the need for specialization of knowledge only in the senior courses of universities on the basis of professional selection.
Thus, the continuous education of military personnel must, in our opinion, be understood as a process of their training, consisting of basic and subsequent education. In the future, this implies a consistent alternation of practical activities in the field of professional work and study to improve theoretical (basic) knowledge.
Analyzing some provisions of the concept of continuous education, we can conclude that the main directions of educational reform in the RF Armed Forces could be: in terms of structure - the creation of a coherent, interconnected system of continuous training of officers not only in military schools and academies , but also at various officer courses (academic, advanced training, etc.), as well as in the troops in the system of command training and independent study; closer integration of the officer training system with elements of civilian (secondary specialized) education; in terms of content - strengthening the fundamental nature of university education, especially in junior courses. At the same time, in military schools of a command profile, the main attention during three to four years of training should be focused on mastering basic sciences, the basics of military theory and the general education program, giving the right to receive diplomas of a national standard, in the final course - in applied sciences. In the preparation of engineering specialists, a closer connection with the national program for the training of engineers of specific specialties is also possible. Military academies, in our opinion, should not only expand knowledge on the basics of military theory, but also train officers management activities operational-tactical and even operational-strategic profile with the assignment of new qualifications to them. Preparation of an officer for a specific position in the field professional labor should be carried out in the universities of the Ministry of Defense or in military departments at civilian higher educational institutions at the final stage of training, as well as in the system of compulsory officer courses before being appointed to a higher position.
In addition, taking into account the need for troops in specialists of various levels of training, it seems legitimate to issue different diplomas by the same university. For specialists of the first level - about secondary military special education. It should be received by graduates after completing only the first two or three courses of military schools, if they are not able or for some reason do not want to continue their studies, as well as at some military departments at civilian universities. This will be the level of education at which an officer (ensign) will be able to perform the primary positions of command and engineering staff.
stave. The second is about higher military education of the first stage (higher military special education) will be received by graduates of military schools and institutes of military branches, most military departments at civil engineering and technical universities (in the relevant specialties for the execution of command and engineering positions up to and including a separate part, as well as officers of the headquarters of formations). The third - about higher military education of the second level - (elite) is given only to graduates of the military academies, specialists of the command-staff and engineering profile, intended for the performance of the corresponding command positions of the operational-tactical level and the positions of officers in operational and strategic formations, in Central Office of the Ministry of Defense, teaching at universities and research institutions.
At first glance, there is nothing new. In terms of uniform, this is exactly how we conduct the training of officer cadres. However, the fundamental difference between the continuous and the traditional system of education is that it is possible to receive education at any level in accordance with one's abilities; the right to choose in senior courses of special orientation; predominantly personal responsibility of the student for the results of their studies; a significant proportion of fundamental (at least 50%) training and independent (about 25%) work; obligatory stimulation of the quality of the educational level.
Practically already now it is necessary to carry out the transition to a multi-level structure for the training of military specialists. For this, enrollment in military schools should be carried out on a competitive basis and training should begin with a fundamental course. Then, based on the results of exams for two or three courses (depending on the professional qualities identified by the rating), no more than two-thirds of the trainees are selected to continue their studies in the full program and receive a diploma of higher military education. The rest (30-40% of students) who have shown positive results in their studies should be sent to one-year (but not less than six months) courses for targeted training for a specific primary position in their chosen specialty. In this case, they will be issued by platoon commanders or company technicians with the rank of junior lieutenant (ensign). They may be awarded a diploma of secondary military education. They remain in this position until the completion of the contract, but subsequently they can be promoted (to officer positions) up to the commander of a company (battery) and their equals, but subject to mandatory training at special courses or at military schools before being appointed to each position and positive passing of the relevant exams.
The time has come, in our opinion, to revise the Regulations on the terms for the dismissal of servicemen from the Armed Forces. The maximum age of service, of course, should be 60 years (as established in the Law of the Russian Federation "On Defense"). However, it is not entirely correct to tie the term of dismissal rigidly with the rank of officer. After all, the main thing is business qualities and personal attitude to the service. For a number of positions (in headquarters, universities, research institutes, administrative bodies) it is not required to assign the highest rank, but an officer can perform his duties perfectly until the age of 50-55. The dismissal of an officer only because of the age limit for military rank just wasteful.
In addition, the social protection of professional military personnel - graduates of military schools is impossible without handing them at the end of full course training a diploma of a national standard as a specialist with a higher specialized education. This applies primarily to officers of the command profile, since for military engineers the levels of training, of course, can and should be determined similarly to the corresponding civil engineering universities. It is required at the legislative level to determine to which managerial or other specialties of the national economy the diploma of a military specialist is equated.
When studying at military academies of branches of the Armed Forces, it is necessary to provide higher military education to manage the activities of formations (formations, units) of this type in peacetime and wartime, and the Academy of the General Staff must train military specialists in the field of joint use of formations of types Booarmed Forces. At the same time, it is also expedient for academies to have two levels of training and to differentiate students based on the results of the first two or three semesters of study. Based on learning outcomes and professional selection according to the rating, about 25-30% of students are proposed to be transferred to accelerated (no more than one semester) additional training with their subsequent assignment to the troops for further service as officers of headquarters, units and formations, as well as commanders of battalions and their equal units . With their subsequent promotion, they can be trained in advanced courses. Students who complete their studies at the academy under the full program must be awarded diplomas of specialists in managerial activity both in the military field and in the sphere of the national economy. All graduates can serve in the headquarters of formations and associations, commanders of regiments, brigades, their deputies and in positions equal to them. Some of the officers who have shown a penchant for staff and research activities can immediately enter the postgraduate course or be sent to the Military Academy of the General Staff, the duration of study in which for them should not exceed one year. Naturally, in the VAGSh officers and generals from the troops will be selected in the same order, and its graduates will be appointed to fill command positions in the operational-tactical level and for subsequent work in the General Staff, the Central Office of the Ministry of Defense, the main headquarters of the Armed Forces, military headquarters districts.
These proposals will undoubtedly require a qualitative revision of not only curricula, but also a change in the very ideology of military education, the introduction of new technologies in the educational process; creation of a system of objective control (according to the rating principle), evaluation and selection of those worthy for further education in an expanded program at each stage of this multi-level system; changes in approaches to the consideration of candidates for nomination for higher positions and personal records of the service of graduates of military academies in general. The main thing is that such an option for training officers will avoid duplication and significantly increase the motivation for training. At the same time, universities that train specialists at the request of various customers should become independent executors of the order and not be, as is the case now, directly subordinate to their customers. In our opinion, the customer can limit universities in three aspects: determine the number of graduates by year; submit scientifically substantiated qualification requirements for their preparation; Participate in quality control of education. Everything else universities should decide on their own.
It seems that we can agree with the opinion that graduates of military schools, while receiving fundamental training in the basics of the theory of military art, can simultaneously prepare for the performance of a specific position. At the same time, the programs of the academies should compensate for the gap in obtaining fundamental knowledge and in the methodology for its application. The preparation of officers with an academic education for appointment to a specific position (their narrow specialization), in our opinion, is the prerogative of short-term officer courses, primarily academic ones. At the same time, the system of command training should be a constant link between fundamental and practical training in the specialty in accordance with the job assignment. It must be coordinated with the curricula of the corresponding officer courses and carried out by category in the same volume, but not two days a month, but two or three weeks of training every six months. It is advisable to leave the forms of improving the methodological training of officers - commanders of subunits and units the same.
Among the priority tasks of reforming military education, it would be necessary to clarify the system of training teachers themselves, including in connection with the transition to continuous system learning. In the meantime, military teachers are appointed to positions without the necessary training. The issues of the exchange of teachers between civil and military universities are poorly resolved; isolated cases of secondment of military teachers for experience in other countries. All this leads to a low quality of teaching and, in general, reduces the effectiveness of training. The solution to the problem is seen in the creation of a military pedagogical university or separate faculties. This is a distant prospect, but already today the training of the teaching staff is required, which can be carried out in special pedagogical groups within the framework of existing military academies. The corresponding departments could lead and conduct this work: tactics, weapons and shooting, technical support, etc. The Frunze Military Academy has some experience in this in training teachers of the history of wars and military art. It would also be expedient to continue the training of military scientists and educators through the system of postgraduate and doctoral studies. At the same time, there is no need to limit the number of doctoral students for the departments, but it is only necessary to establish for the university total number adjunct and doctoral studies. In addition, young doctors of military sciences should be trained according to a single program at the VAGSh or at its academic courses.
In conclusion, it should be noted that the proposed measures to improve the system of military education, although somewhat coincide with the provisions of the concepts of continuous military education in the armies of some countries of the world, but at the same time reflect the specifics of the Russian Armed Forces.
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The main tasks of command officer training are:
study of the emerging military-political and socio-economic situation, the ability to analyze it and draw reasonable conclusions;
· in-depth mastering of the theoretical foundations of the mobilization deployment of military missions of the RF Ministry of Defense with the introduction of various degrees of combat readiness, continuous improvement of the practical implementation of tasks and actions in the implementation of mobilization measures;
Expanding operational horizons, increasing professional knowledge required to complete official duties in the conditions of building and reforming the Armed Forces of the Russian Federation, taking into account the experience of armed conflicts and local wars;
· the formation of a high general culture and personal moral qualities, state-patriotic consciousness, loyalty to Russia, constitutional duty, pride in belonging to the Armed Forces of the Russian Federation and the officer corps;
Developing the ability to systematically approach the study of problematic issues;
formation of high working capacity, physical endurance and moral and psychological stability to work in difficult conditions; ensuring law and order and military discipline, preventing cases of death and injury of personnel.
Officer training is carried out in two periods: the winter training period (from December 1 to April 30) and the summer training period (from June 1 to October 31). May and November are preparatory periods. Control and final checks are carried out in April and October, respectively.
The main document that determines the professional and official training of officers and the technical training of military specialists in the Air Defense Ministry of the Russian Federation is the training plan. This document is compiled on the basis of instructions from the head of the military missions of the Ministry of Defense of the Russian Federation.
According to the preparation plan for 2013:
Commander training classes in military missions should be held for at least 6 hours per month, except for periods of exercises and inspections
· School time is divided into classes conducted in groups (joint training) and independent training. At the same time, joint training is carried out for 2 training days every month (an additional 5 reserve training hours). Self-training is carried out 2 times a week for 2 study hours during office hours, including preparatory periods.
Physical training of officers must be performed at least 5 hours per week
· Accounting for military training should be kept in journals, which are quarterly checked by the heads of military missions of the RF Ministry of Defense
Training of civilian personnel during scheduled classes should be carried out at least 6 hours per month
Distribution of time for study groups in the subjects studied
in 2013
| № | Subjects studied | Number of teaching hours |
| 1. | military art ( military strategy, operational art, tactics) | 8+6* |
| 2. | Mobilization preparation | 10+12* |
| 3. | Special training | 24+6* |
| 4. | public-state training | 12(24*) |
| 5. | Legal training | |
| 6. | Military technical training | |
| 7. | Military-economic training | |
| 8. | Service of troops and security of military service | 4+12* |
| 9. | Environmental Safety | |
| 10. | Military Medical Training | |
| 11. | fire fighting training | |
| 12. | General military regulations of the Armed Forces of the Russian Federation | 18* |
| 13. | fire training | 32** |
| 14. | Physical training | 106*+134** |
| 15. | Fundamentals of maintaining state secrets and office work | 12+8* |
| 16. | Study time reserve |
Notation
* - during self-study hours
**- at additional allotted time
Application
Table. A set of basic criteria for determining the form of legal protection of RIA
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