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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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slide1

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

Association of the United States Army National Meeting and Symposium 9 October 2007

slide2

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

slide3

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.”
slide4

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.
slide5

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.
slide6

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.

slide7

Pre-Commissioning Education and Basic Officer Leader Course

Leader Development In The 21st Century Security Environment

united states army cadet command usacc
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

usacc core bolc i 21 st century leadership training
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
usacc leader development assessment course
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
usacc cultural understanding
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

usacc culture and language program

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

slide13

Officer Education System

Leader Development In The 21st Century Security Environment

slide14

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
slide15

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
slide16

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
slide17

Warrant Officer Education

Leader Development In The 21st Century Security Environment

current warrant officer education woe
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)
accelerating leader development within woe
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
warrant officer staff course wosc
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)
warrant officer senior staff course wossc
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)
slide22

Noncommissioned Officer Education System

Leader Development In The 21st Century Security Environment

slide23

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

slide24

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

slide25

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)

college of the american soldier
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
slide27

Civilian Education System

Leader Development In The 21st Century Security Environment

why we will accelerate civilian leader development
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?
what will we do to accelerate civilian leader development
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?