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NCO Strategy 2020
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NCO 2020 Strategy
TASK
CONDITIONS
STANDARDS
task: Provide you with background information of the NCO Strategy 2020.
conditions: Classroom environment I will brief you on the 3 lines of efforts for the NCO Strategy 2020.
STANDARDS: Understand the intentions of the NCO Strategy 2020
VISION:
VISION:
A cohort of competent and committed Non-commissioned Officers of character as trusted Army professionals who thrive in chaos, adapt, and win in a complex world. A professional, trained, and prepared NCO Corps is central to the Army’s ability to remain ready as the world’s premier combat force.
end result:
end:
A Non-commissioned Officer Professional Development System (NCOPDS) integrated and synchronized in the development of the next generation of competent and committed NCOs of character as trusted Army professionals capable of thriving in chaos, adapting and winning in a complex world.
LINE OF EFFORT #1: DEVELOPMENT
LINE OF EFFORT # 1
NCOs develop as leaders over time through deliberate progressive and sequential processes incorporating training, education, and experience across the three learning domains throughout the Soldier Life cycle.
1.1
Major Objective 1.1: Select, Train, Educate, and Promote
- Career Management Model
- Deferment Policy
- Promotions Policy
- Scheduling Priorities
1.2
Major Objective 1.2: NCO Professional Military Education
- Integrated into Army University
- Establish Level V PME (Master Leader Course)
- Incorporate NCO General Learning Outcomes (GLOs)
- Develop common NCO learning content
- Include nominative CSM/SGM PME
- Curriculum rigor and relevance
- Structured Self Development (SSD)
- Instructor screening, selection, development, and recognition
- Optimize use of the One Army School System (OASS)
- Joint Professional Military Education
1.3
Major Objective 1.3: CREDENTIALING
- Identify and validate credentials
- Resource examinations
- Facilitate credentialing process
1.4
Major Objective 1.4: VALIDATE, RECORD, AND TRACK
- Digital Job Book
- Army Career Tracker (ACT)
- Skills Qualification Test (SQT)
- Assessments
LINE OF EFFORT # 2 TALENT MANAGEMENT
The purposeful expansion of an NCO’s core MOS proficiency and leadership provided through developmental positions, opportunities, and assignments both within and outside of their Career Management Field (CMF).
LINE OF EFFORT
#2
2.1
Major Objective 2.1: Broadening assignments and opportunities
- Strategic broadening opportunities
- Fellowships
- Training with Industry
- Institutional Army assignments
2.2
Major Objective 2.2: Operational assignments
- Broad range of assignments
- Duty positions
- Unit NCOPD
2.3
Major Objective 2.3: Professional Development Model
- Coherent progressive and sequential career map common to all NCOs
- CMF specific overlays
- Key Professional Development Positions for SGM (7T/8T)
- Reorg CMD/SGM/SMMO Talent Management Branch
- CSM/SGM Timelines and Professional Development Models
- DA Pam 600-25 update
- Update Army Career Tracker
LINE OF EFFORT # 3:
Stewardship of the Profession
The purposeful expansion of an NCO’s core MOS proficiency and leadership provided through developmental positions, opportunities, and assignments both within and outside of their Career Management Field (CMF).
LINE OF EFFORT
#3
3.3
Major Objective 3.1: Doctrine
3.1
- NCO Creed
- NCO Guide/NCO Corner
- FM 6-22
- ADP-1/ADRP-1 The Army Profession
- Soldier Manual STPs
- Update Publications
Major Objective 3.2: Self Development
3.2
- Professional Reading/Writing
- Expert Action Badge
- Competitive Boards
Major Objective 3.3: 2020 Year of the NCO
3.3
- Year of the NCO Timeline
- Year of the NCO STRATCOM
Major Objective 3.4: Character Development
3.4
- NCO Solarium
- Not In My Squad (NIMS)
- Character Development
Conclusion
The Army’s combat readiness depends on leaders at all levels embracing the importance of developing NCOs and commit to placing emphasis and value on the training, education, and experiences individuals obtain in the operational, institutional, and self-development learning domains.
CONCLUSION
- Successful leaders recognize that continually developing their subordinate leaders is the key to the long-term readiness of the Army. Subordinates guide units and organizations through the challenges of tomorrow. If today’s leaders do not adequately develop their subordinates through personal example, counseling, and mentorship, then today’s leaders have not succeeded in accomplishing tomorrow’s mission. Senior leaders must hold subordinate leaders accountable for leader development and reward those who take this to heart.