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Leader Development in the 21 st Century Security Environment “Army Initiative 5”

Leader Development in the 21 st Century Security Environment “Army Initiative 5”. Association of the United States Army National Meeting and Symposium 9 October 2007. Panel Members.

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Leader Development in the 21 st Century Security Environment “Army Initiative 5”

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  1. Leader Development in the 21st Century Security Environment “Army Initiative 5” Association of the United States Army National Meeting and Symposium 9 October 2007

  2. Panel Members LTG William Caldwell IV Commanding General, Combined Arms Center and Fort Leavenworth MG W. Montague Winfield Commanding General, U.S. Army Cadet Command BG Mark O’Neill Deputy Commandant, U.S Army Command and General Staff College COL Mark Jones Commandant, U.S. Army Warrant Officer Career Center COL Donald Gentry Commandant, U.S. Army Sergeants Major Academy Mr. Volney (Jim) Warner Director, Civilian Development Office

  3. DEFINING AI5 • AI5 Study Group conducted a comprehensive review of previous and ongoing LD studies and initiatives. • “Examine, analyze and recommend resourced LD action plans to enhance the ongoing Army Campaign Plan.” • AI5 is not just another “study” of how to improve leaders in our Army, it’s a focused look of “how to” accelerate LD across all cohorts, components and domains in order to meet the increased leadership demands for the Long War. • “Evolve and implement officer, noncommissioned officer and civilian education systems that acknowledge those increased demands and conduct LD training in ways that support our expeditionary Army, develops an offensive mindset focused on winning our Nation’s wars.”

  4. Mission of AI5 • Examine and analyze “accelerating leader development programs to grow leaders for the future strategic environment” in order to develop adaptive leaders through incorporation of recommendations into The Army Campaign Plan. • Revise leader development programs for the 21st Century, synchronize programs with ARFORGEN, and ensure policies and procedures are in place to support AI5 recommendations.

  5. AI5 Objectives • Reinforce and resource ongoing changes to institutional leader development to adapt the education system to support an expeditionary Army. • Adapt personnel systems to provide experience to expand strategic thinking. • Develop training strategies and support for leader development in unit collective training. • Establish supporting institutional activities to develop leaders to support full spectrum operations. • Identify policies and procedures to support an expeditionary Army at war. • Organize to execute leader development to sustain momentum.

  6. End State Implement officer, noncommissioned officer and civilian education systems that have evolved to acknowledge those increased leader demands, accelerating Army leader development programsand conducting leader development training in ways that support our expeditionary Army, integrating the complexities of full spectrum operations in an era of persistent conflict, and focused on winning our Nation’s wars.

  7. Pre-Commissioning Education and Basic Officer Leader Course Leader Development In The 21st Century Security Environment

  8. United States Army Cadet Command (USACC) CSA INITIATIVE 5 Improve Leader Development To Grow Leaders For Tomorrow's Strategic Environment. BOLC I = Precommissioning ROTC, USMA, OCS BOLC II = Field Leadership Lab Ft. Benning, Ft. Sill BOLC III = Branch Tech Tng Branch Qualified 2LT Soldier 2LT Student Cadet Initial Military Training (Leader Development) 2-4 Year POI 6 Week POI 8-14 Week POI Officer Production Pipeline – SupportsOur Nation at War Builds adaptive, agile leaders ready to perform at their first unit

  9. USACC Core BOLC I21ST Century Leadership Training CSA INITIATIVE 5 Improve leader development to grow leaders for tomorrow's strategic environment. Campus Curriculum • Campus Curriculum • Agile/ Adaptive Leader Development • Asymmetric battle focus • Leaders Groomed In Diverse Academic Environments • Cultural Understanding and Language Proficiency (CULP) Meeting The Army’s Needs ROTC Mission Increased To 5350 FY 11 • Leader Development and Assessment Course (LDAC) – Summer Capstone Event • Rigorous 33 Day Assessment Course • COE used throughout leadership training • CULP Integrated throughout training • BOLC I Task Synchronization w/ BOLC II • Train over 71 BOLC I tasks • Progressive/ Sequential Dynamic

  10. USACCLeader Development Assessment Course • DAY 33 - GRADUATION Additional Leadership Opportunity @ Team Nighthawk for SL/PSG/PL PATROL STX SQD LDR/APL/PL REGT RUN – 4 Mi • REFIT + EVALS SQD STX SQD LDR x 2 • COMBATIVES • CONFIDENCE #2 (Water Skills) FLRC SQD LR • PATROL STX • FORWARD OPERATING BASE Ops GARRISON PSG/PL or 1SG/XO/CO CDR CULP Integrated Into Scenarios • SQUAD STX • FLRC – FLRC • HG –Hand Grenade Assault Course GARRISON SQD LDR • FIRE SUPPORT Cultural Awareness Training • 1st AID –1st Aid Assault Course • ITT - Assault Course (Fire Team) SQD LDR to CO CDR (Practice) • CONFIDENCE TNG #1 Individual To Collective Task Training Progression • BRM / CWST/ U.S. Weapons • LAND NAV – Day/Night – 24Km • Regimental Activation Ceremony • APFT • DAY 1 - INPROCESS

  11. Classroom 18 Hours of Instruction Five Areas of Cdt Cultural Development Leadership Personal Development Officership Tactics & Techniques Values & Ethics Leader Development and Assessment Course (LDAC) LDAC Cultural Awareness Committee Terminal Learning Objectives: TLO 1 - Conduct Bi-Lateral Meeting with Mayor TLO 2 - Conduct Individual and/or Door-to-Door Searches TLO 3 - Diffuse Volatile situation using an Interpreter USACC Cultural Understanding Every Cadet should have a basic understanding of Cultural Awareness – a critical and fundamental warrior task

  12. LANGUAGE LANGUAGE CUL TURE CUL TURE USACC Culture and Language Program FY08 FY09 FY10 FY11 FY12 FY13 Current Projected 20Cdts 50Cdts 75Cdts TRADOC G2 Cadet Culture Studies Program 20Cdts 40Cdts 75Cdts Cadet Command Culture Immersion Internship Olmsted Immersion Internships w/ SMCs / USMA 50Cdts 75Cdts 100Cdts On-campus PME / LDAC Training 100% BOLC I OML Mod BOLC II 90% Language Courses – COA 1 (Mandated) 50% 80% Language Courses – COA 2 (Incentives) Rosetta Stone Language Scholarships National Security Ed. Program (NSEP) Grant 4 Hosts 4 Hosts University Database Cadet Database DP to support development of contract addendum is ~Dec 07, in support of incoming freshmen class Fall 08

  13. Officer Education System Leader Development In The 21st Century Security Environment

  14. AI5 Officer Recommendations • Increase Educational Opportunities Across all Cohorts • Immediately authorizes use of other cohorts to fill vacant seats in any identified shortfalls in existing training and education programs (e.g. Civilians to ILE Common Core, Warrant Officers to CGSC) • Develops an increase in authorizations for all cohorts (e.g. ACS, JIIM) • Increase JIIM (Joint, Interagency, Intergovernmental, Multinational) Opportunities • Immediately authorizes the use of all cohorts to fill projected vacancies in current JIIM opportunities • Bridges the gap in JIIM opportunities by resourcing internships and exchange programs for all cohorts • Program for increasing JIIM opportunities to all cohorts

  15. AI5 Officer Recommendations • Develop a Wellness Assessment and Education Program • Provides an APFRI-directed, comprehensive wellness program, linked to PME, that aggressively supports and reinforces the resetting, sustainment, and development across all cohorts • Adapting the School of Advanced Military Studies (SAMS) to meet the Strategic Environment • Directs the expansion of the elective course, based on emerging strategic design, for presentation to all SAMS attendees • Nominate SAMS students from the field • Initiate a 2nd start date for the course

  16. AI5 Officer Recommendations • Establish a Brigade Combat Team (BCT) Pre-Command Course (PCC) • Creates a 5 week Brigade Combat Team Commander’s Course to follow the existing Pre-Command Course and eliminates branch PCCs Officer 360 Assessment Program • Expand Language Training for Non-Linguists • Develops strategies and opportunities for language education and cultural understanding

  17. Warrant Officer Education Leader Development In The 21st Century Security Environment

  18. WO Candidate School (WOCS) - Preappointment training to qualify candidates to serve as WO1 and CW2 WO Basic Course (WOBC) - Initial entry branch and specialty qualification training (WO1) WO Advanced Course (WOAC) – Advanced branch-specific technical training and staff skills (CW2/3) WO Staff Course (WOSC) – Advanced branch-immaterial command staff training (CW3/4) WO Senior Staff Course (WOSSC) – Branch-immaterial senior level leader development training (CW4/5) Current Warrant Officer Education (WOE)

  19. Develop and Implement a Redesigned Warrant Officer Senior Staff Course (WOSSC) Include Warrant Officers into ARI’s Survey of Officer Careers (SOC) Increase Educational Opportunities Across all Cohorts Increase JIIM Opportunities Accelerating Leader Development within WOE

  20. Two phases – dL and resident Curriculum Systems Integration / Management Staff Training - MDMP Warfighting: Operational-Tactical How The Army Runs Sustainment Operation Warrant Officer Staff Course (WOSC)

  21. Two week course Redesign beginning FY 08 Goals Broader understanding of the nature of conflict and why nations fight Introduction to war at the strategic level Develop a joint expeditionary mindset Better able to anticipate the needs of the senior officers they support Warrant Officer Senior Staff Course (WOSSC)

  22. Noncommissioned Officer Education System Leader Development In The 21st Century Security Environment

  23. Improving the Process • Initiatives: • Study of Army/NCO culture • One school system - one • command • Continue to transform NCOES • Structured/guided self- • development • Life-long learning strategy for • NCOs • Army learning strategy • Warrior University/Army Career • Tracker • Migrate ATRRS access to the • BCT level • Continue to reduce course • lengths A R M YI N I T I A T I V E #5 NCO Development Strategy • NCO LLL Strategy • Self-Development • Army Career Tracker • Warrior University • Revise B/ANCOC • Invest in MTTs Determine & Shape Accelerate Quick Wins

  24. NCO Development Strategy Three linked/synchronized Domains Guided/Self-Initiated Guided/Self-Initiated Guided/Self-Initiated Guided/Self-Initiated Guided/Self-Initiated Guided/Self-Initiated Self-Development Domain Structured Structured Structured Structured Structured P P P P P Level 1 Level 2 Level 3 Level 4 Continue Level 5 O O O O O Prior to Prior to Prior to Prior to Level 4 After I I I I I WLC N BNCOC N ANCOC N SMC N N SMC T T T T T Operational of of of of of Domain S S S S S Y Y Y Y Y N N N N N E E E E E Assignment R R R R R Experience G G G G G Y Y Y Y Y Institutional Domain FSC/ SSC WLC BNCOC/ ALC ANOC/ SLC SMC CSMC NCOES/ All of FSC moved to SLC & SSD 4 Functional/ BSNCOC Transition Training

  25. Accelerating NCO Development Keystone Course NCO Degree Program Universal Attendance SMC Seasoned Force "Train Ahead" Cascade Learning CSMC FSC Senior Staff Course ANCOC SSC (Army and Joint Staffs above the BCT level) SSD 4 Senior Leader Course (SLC combined with SSD 4 provides skills required for attaining the “M” Identifier) BNCOC SLC (PLT and CO Operations) Advanced Leader Course WLC ALC (SQD and PLT Operations) = Redesigned/New WLC (Team/SQD Operations)

  26. College of the American Soldier Available to ALL NCOs at any point in their career - but - maximum credit For military schools is based on completion of NCOES up to the SMC Implement Aug 07 Career NCO Degrees Program AA/AS BA/BS All SOCAD Institutions • Coastline Community College • Barstow Community College • Limestone College • Thomas Edison State College • Thomas Edison College • Austin Peay University • Franklin University • Limestone College • Park University • Strayer University • University of Maryland • Empire State University School Participation Criteria • Must accept 95% ACE recommended credit or accept • 20 hours or less as residency requirement • 45 hours IET through Resident SMC • 34 hours ITE through Non-Resident SMC • Maximum tuition cost of $250 per SH • Must accept 100% ACE recommended credit • 45 hours IET through Resident SMC • 34 hours ITE through Non-Resident SMC • Residency requirement of 15 Hours or less • Maximum tuition cost of $200 per SH • Leads to a BA/BS

  27. Civilian Education System Leader Development In The 21st Century Security Environment

  28. Rapidly changing environment. Increased Reliance on Civilian Corps Filling of critical positions Improve continuity Attrition of the workforce Retirement eligibility Base Realignment and Closure (BRAC) Competition for Talent Future shortage of workers Pay – rapid fluctuations Why we will Accelerate Civilian Leader Development?

  29. Acceleration of Civilian training and development through use of best practices drawn from public and private sectors. Build on Civilian Education System (CES) Review Broad Career Fields Talent Pool – GS 13-15/PB 3 Army Senior Fellows (ASF) Maximum use of TRADOC Schools Provide Enablers – Army Career Tracker (ACT) What will we do to Accelerate Civilian Leader Development?

  30. Questions?

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