What you could expect of Royal Marines Training From 1999

On 21 September 1998, 751 Troop joined the Commando Training Centre to begin a significantly adapted training programme - the Revised Common Recruit Syllabus (RCRS). The aim of this article is to outline the rationale for change and explain the main design features of the new syllabus. In so doing, it is hoped that rumour control will be informed by a modicum of hard fact. Yes, the 30 foot ropes are still in use and the Commando tests remain unchanged!

The Revised Common Recruit Syllabus (RCRS)

'Ain't broke? Don't fix it!' Recruit training at Lympstone has produced the right product for decades, so why change a well established system? The impetus for updating the Recruit's syllabus essentially had several components.

First, and most significantly, the current manpower shortage within 3 Cdo Bde has to he addressed as a matter of urgency there is significant jeopardy in the current under bearing (26% of 3 Cdo Bde's bayonet strength) continuing indefinitely. There are three 'levers' associated with manpower: recruitment, training and retention. Whilst the latter has the most dramatic impact on the equation (1% of retention = 57, 1% of recruitment and training = 10) in many respects it is the most intractable and complicated. Remuneration is probably the key to retention and the Corps has little influence over this issue. Considerable effort has and continues to be expended to make the two other processes more efficient and effective.

In examining the issue of efficiency, the average time that a recruit requires to complete the 30-week syllabus is significant. The current mean is over 37 weeks. Fewer than 29% of recruits currently complete training with the troop with which they joined. This is in over 85% of cases due to injury. This constitutes the second stimulus for timely review. This inefficiency is currently costing CTCRM's budget in excess of £8M per annum. As a central element of the review, a study undertaken by a team of sports physiologists responsible for advising the British Olympic and Commonwealth Games teams was commissioned, under the auspices of the Institute for Naval Medicine. The perception within the Centre was that recruits were, metaphorically speaking, being trained to run a marathon by running, a marathon every day. A more scientific approach needed to be investigated reflecting best practice. The starting assumption was however that the Commando Tests - or desired end state should remain unchanged.

Thirdly, the Training Cell within CTCRM recognised that a global review of the syllabus was overdue. This process has not been conducted for approximately 10 years. Numerous small changes have been made during this period have resulted in a rather messy and incoherent programme. There were some obvious flaws in the current programme - eg. all seven basic map reading theory lessons are currently delivered on the same day and no OBUA instruction is provided.

Training opt-out was another issue. This has for many years been approximately 25% - a particularly obdurate figure which has remained largely unresponsive to a raft of initiatives. In the current recruiting climate this is a margin of attrition that the Corps can ill afford. The perception that the weak candidates are appropriately weeded out in this manner is erroneous. In practice many potential King's Badgemen also walk away - disillusioned by dislocated expectation - the mismatch between reality and expectation early on in training. There is strong anecdotal evidence to support the contention that modem youth and 'Yoof Culture' has different aspirations to 15 or even 10 years ago. This change in attitude goes beyond the conventional generation gap. Generation X' is characterised by a lack of interest in notions of duty, loyalty and tradition. It does not want to serve an apprenticeship in a hierarchical institution. It wants to rapidly acquire translatable, portable skills. It is less physically robust (tying in with the current incidence of injury) and intolerant to physical discomfort and hardship. What the Corps is offering as a prospective employer effectively runs perpendicular to what the majority of young men want. We cannot simply ignore change in society. We have to appeal to these young men to both recruit and retain them and the syllabus should where possible and appropriate (consistent with the maintenance of training standards) reflect this fact.

The recognition that the balance between the physical and the professional components of the syllabus needed to be addressed was another factor. There was too great an emphasis on 'perspiration' at the expense of developing the full spectrum of war fighting skills to troop level.

Finally, following a raft of studies and reviews into CTCRM's independent training status and whether it should be subsumed into FOTR or become an agency, it was felt that the Centre should scrutinise its own procedures to forestall any suggestion that our business could be directed more effectively from outside.

An appreciation of these six factors triggered the first step in the review process. The then Capt Scott, fresh from commanding Chatham Company was tasked with conducting a study to address the issues.

The Scott Report

The Scott Study which lasted three months was tasked with:

The Report essentially outlined a 'way forward' and gave broad recommendations as to the structure of the RCRS.

On completion of the Scott Report, an Implementation Team was formed to design the detailed RCRS in time for the induction of 751 Troop on 21 Sep 98.

The RCRS - Main Features

There are a number of general points that can be made about the RCRS and its design:

'Commando Component' Whilst informed by best practice from a wide range of experts frequently non-military The Implementation Team (IT) was conscious throughout, of the need to factor in the intangible 'Commando component' - that is, to inculcate in men under training, the capability to execute a given task when cold, wet, tired, hungry (and potentially being shot at). There is little point in training the perfect shot or the fittest endurance athlete if he is mentally fragile in adversity. A vital ingredient of the training experience is the development and testing of determination, character, resilience, doggedness - will power - the quintessential force multiplier - the thing which wins battles. Recommendations were very carefully evaluated in this light. Throughout both 'Scott' and implementation, comment was invited across the Centre and from HQRM and Brigade. The process was completely transparent and instructors within CTW were particularly encouraged to contribute to the debate.

Modulisation.

The RCRS is broken down into distinct 'chunks' or modules such that a Recruit can set himself realistic, short-term targets. Each module includes final assessments that determine whether a man is ready to progress Onto the next, thus, introducing a sense of graduated progression.

Professional v Physical Challenge

If you ask most Recruits what it means to achieve a 'green hat', most of them will reply simply in terms of the physical challenge of the Commando Tests. To re-emphasise the professional dimension and field soldiering skills the patrolling package has been extended by one week, the tempo of the Commando Course has been increased and the RCRS now concludes with a professional confirmatory package - three weeks out of camp incorporating field firing which runs straight in to the Final Exercise.

Improved Content Progression

The RCRS provides a more coherent progression within and between subjects. It ensures that significant areas of expertise codified in the OPS, hitherto neglected are covered. OBUA is now taught along with a wider range of trench construction, relief in place and withdrawal in contact. The GPMG is now taught to the same competence level as SA80, consistent with the RMC's aspiration to increase its firepower.

Physical Training (PT)

As previously mentioned, a the Sports Physiologists recommendations, endorsed by the PT Wing constituted a key element of the review. The components of fitness have been separated out - CV, strength, endurance, agility, flexibility the onus has been placed on achieving a better progression and development of muscular skeletal strength to better prepare recruits for carrying operational loads without injury. Approximately £40K of free weights equipment has been purchased for this purpose.

The RCRS The RCRS has been broken down into the following distinct modules:

Module)- Foundation Module (Weeks 1-2)

Formerly known as 'Induction', the Foundation Module is principally concerned with the civilian to military transition, The revised programme has been 'de-tuned'; some administrative/kit husbandry periods have been moved 'right' to later weeks. There is an emphasis on small group cohesion (troop and section 'spirit') and on re-enforcing the original positive decision the young men made to join the Corps. The following components are contained within the Foundation module;

RT periods and Leaderless Tasks.
Presentations and explanations of the fulfilling challenges ahead.
Progressive PT based upon a hard day/easy day ratio of 1:1. Including strength-endurance gym circuit, rope climbing, running and swimming sessions.
Physical assessment consisting of a series of minimal tests in the gym.
Personal Qualities assessment with the input of PSO-led interviews! Instructor observations. Re-cycling of weak recruits in order to address areas such as lack of confidence, physical weakness and poor personal administration. Recruits who require re-cycling more than twice will be discharged ashore as unsuitable.

Module 2 - Individual Skills Module (Weeks 3-9)

This module deals primarily with individual rifleman skills i.e. SAA, field craft, map reading, first aid, signals etc. Included are the following components;
Two-day interest visit to give the Recruits an insight into 'life after training' thus enabling them to make the 'mental partition' between training and life after CTCRM.
Two types of gym periods (one developing strength through weight training, the other developing strength endurance through rope climbs and circuits), gradually intensifying running and swimming programmes.
PT assessment similar to the Foundation Module's, but with increased pass criteria.

Module 3 - Advanced Skills Module (Weeks 10-14)

This Module concludes Phase 1 of Recruit Training and contains the following components;
Two-week live firing package, formerly conducted in Weeks six and 11 and, as such, it removes the element of 'skill fade'.
Ex Baptist Run - a two-day objective individual assessment of a Recruits ability to progress to Phase 2.
PT periods conducted on a gymnasium assault course and pure strength training with weights, in order to provide the transition to the 'Bottom Field'.
Progressive running developing into basic speed marches and load carries.

Module 4- Operations of War Module (Weeks 15-22)

The foreshortening of Phase 1, by one week, allows for more time in the second Phase. The Patrolling Package, where the majority of patrolling and Troop tactics are covered has now been extended to four weeks thus allowing more time to revise and practise this most important instructional area. Module 4 contains the following components;
Defence/OBUA package which will practise conventional defence routines in a pre-dug position and OBUA in a specialised facility (Longmoor or SENTA). The OBUA package remedies a previous 'training gap'. Recruits will attend a two-day practical Defence package which will teach all aspects of Troop level defence including trenches dug to Stage 5.
PT periods move onto the 'Bottom Field' with BPT remaining unchanged in conduct and assessment, in the form of the BPT passout.
Strength sessions have been incorporated every two weeks to maintain pure strength, while speed marches and load carries are increased in both weight and distance.
10km speed march assessment.

Modules 5 - Final Module (Weeks 23-30)

The Final Module includes four distinct components - the Commando Course, an Admin Week, the Final Professional Package and King's Squad Week.

Commando Course (3 weeks)

Now conducted with a heightened tempo maintained by a 'notice to move scenario.
Enhanced load carry test; 20 km tactical night 'yomp' carrying full CEMO, 48hr rations and first line ammunition scales. Weight for the first 2 km increased to simulate the carriage of two 81 mm mortar rounds.
Ex Sudden Jab, designed to occur before the test phase. Consists of a 3-day amphibious exercise in the Plymouth Sound area involving small boat raids and cliff assaults.
The format of the Commando Tests remains unchanged. 
 Admin Week Includes a three-day GPMG range package thus training all recruits to the highest competency level on this weapon in its light role (LR). Recruits will be expected to pass the Annual Personal Weapon Test (APWT) on the GPMG (LR). Final Professional Package Two Field Firing Exercises on Dartmoor (FFXl and FFX2).
Final Exercise, eight days incorporating all phases of war, concluding with a strong amphibious, commando flavour. The exercise will include a cliff assault raid with the troop conducting Ex Sudden Jab, thus, providing a troop plus scenario.
King's Squad Week Drill periods have been reduced by approximately one third and, as a result the Pass out parade will be a simpler affair than in the past. This reduction has enabled pertinent operational training gaps to be remedied, it is eminently justifiable.

The Green Berets, signifying the successful completion of training, will, as has always been the case, be presented on the Pass out day.

Conclusion
In summary, the RCRS has come about for valid reasons - strategically imperative and a timely opportunity to 'overhaul' the syllabus in light of modem scientific thinking and tactical doctrine. We now 'train smarter'.
The 'end-product' has not changed. As a consequence of this process the Marine should be better equipped to take his place in the front line.

The RCRS is modularised to provide short-term targets.

The RCRS has a re-cycle option within the Foundation Module. This will better prepare weaker Recruits for mainstream training.
The RCRS has 'smoothed' subject progressions where over the years they have become sub-optimal.
Training gaps have been rectified - most significantly OBUA, GPMG and conventional defence tactics.
The PT progression has been significantly optimised in light of current Sports Science understanding.

Greater emphasis has been placed on professional qualities of a Commando by finishing on a strong professional note and extending the patrolling package to four weeks.

Finally, by introducing a new amphibious exercise, re-emphasise has been placed on the amphibious aspect of our profession, thus, underlining the role and unique distinction of the Royal Marines.

One of the advantages about working in Commando Training Wing is that one is never short of advice. Ii is hoped that this article will inform the debate and the utility of such advice in the future. Your comments will be actively courted in the course of a series of road shows being conducted by the Wing, to all the major units, between December and March. This will be followed up by visits by CTW staff to Brigade exercises to gain feedback from the 'end user' of our 'product' in the hope of developing a closer and more responsive relationship between the Wing and the frontline.

Globe & laurel Extract January/February 1999