BRIEFING NOTE FOR COS STEP

NCM PROFESSIONAL MILITARY EDUCATION MODERNIZATION References: A. Canadian Forces Non-Commissioned Member in the 21st Century (NCM Corps 2020) B. Beyond Transformation, The Chief Warrant Officer Strategic Employment Model (CWO SEM), Nov 2010 C. Duty With Honour: the Profession of Arms in Canada (2009) (DWH) D. Canadian Forces Non-Commissioned Member in the 21st Century: Detailed analysis and strategy for launching implementation (NCM Corps 2020)

ISSUE
1.

This BN is intended to provide context to the collaborative development of the NCM Professional Military Education (PME) initiative and to seek approval for the next steps in the development of the programme architecture.

BACKGROUND 2. Against the backdrop of the Somalia report, the CF considered the nature of membership in the Profession of Arms. As articulated in the first release of Duty with Honour in 2003 and confirmed in the 2009 edition of the manual, the CF adopted an all inclusive model by stating: All regular force and primary reserve members of the Canadian Forces, of all ranks, are members of the profession of arms.1 It was from this foundational concept that Armed Forces Council approved and commissioned NCM Corps 2020 (reference A) in 2003. NCM Corps 2020 was intended to provide the strategic guidance for the professional development of noncommissioned members for the next 20 years.

3.

Both NCM Corps 2020 and the strategy document for the implementation of the NCM Corps 2020 (reference D), provide a guide for the modernization of NCM professional development. Notwithstanding these seminal documents, the educational development of NCMs as members of the profession of arms has remained largely unfulfilled. As the CDS of the day, Gen Henault, stated in the foreword to NCM Corps 2020: We must now evolve the development of noncommissioned members... This means more emphasis on creative thinking, intellectual development through life long learning and timely access to education, training and experience. 2

4.

NCM PME Modernization is a key component of the Individual Training and Education (IT & E) Modernization Strategy. The NCM PME aspect of the strategy prescribes an adaptable and progressively delivered NCM PD system that engages and involves NCMs as partners in the development of their career-long learning, better preparing them for the challenges of the Future Security Environment. NCM PME Modernization has three objectives, as follows: a.Alignment of the NCM PD system with NCM Corps 2020. This is achieved through high quality NCM training and education that is guided by the Leadership Development framework (LDF) and the requirements of the Profession of Arms while also being recognized and accredited, where applicable, by academic institutions and governing bodies for professional and trade related standards; b.Relevant and readily available academic development opportunities for NCMs. The aim of this objective is to provide academic development opportunities for NCMs that are relevant and readily available. These educational opportunities will serve to enhance critical

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Duty with Honour: The Profession of Arms in Canada (Ottawa: DND, 2009), 11

The Canadian Forces Non-Commissioned Member in the 21st Century (NCM Corps 2020) (Ottawa: DND, 2003), iii

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thinking skills thereby enabling the NCM Corps to meet the challenges inherent in the changing operating environments; and c.Professional certification alignment with NCM MOSIDs. This objective complements Objective 2 by opening up learning paths for exploiting academic opportunities. This initiative supports the development of partnerships between NCM occupations and professional and trade associations enabling NCMs to achieve professional certification. 5.NCM PME Modernization will proceed in step with a concurrent review of NCM capstone documents including NCM Corps 2020 and the CWO SEM as well as the NCM General Specification. DISCUSSION 6. CDA Strategic Training and Education Programmes / Profession Development (STEP / PD) has the lead in the simultaneous development of the three objectives of NCM PME Modernization. This briefing note will focus on a description of Objective 1, the alignment of the NCM PD system with the vision of NCM Corps 2020. The goal of this objective is the creation of an NCM PME curriculum designed to promote a progressive and systematic approach to NCM PME and career-long intellectual development in keeping with the intent of NCM Corps 2020. 7.The end state is an NCM PD framework built upon strong governance and sound principles that reinforce the modernization of the NCM Corps and ensure alignment with the LDF and the attributes demanded by the Profession of Arms. With this purpose in mind, the development of the new NCM PME architecture will be guided by the following concepts and principles: a. Relevance. All of the proposed PME modules will be reviewed and vetted to ensure alignment with the Core Body of Knowledge described in references A and C and the LDF. Contemporary initiatives, such as the CWO SEM, will also be consulted to ensure PME development meets the requirements of preparing CWOs for employment at the strategic level. Progression. A progressive and systematic approach to NCM PME and career-long intellectual development will be adopted with increasing emphasis on critical thinking skills as a member advances in rank and responsibility. Care will be taken to ensure that NCM PME requirements impose minimal demands on the time allotted for formal education at DP levels 1 and 2, where the focus is more on training than education. c. Cost and Flexibility. All topics and modules will be designed, where possible, to repurpose existing academic content and to ensure that relevant developments in Officer PME are reviewed for common application. To reduce delivery cost, while increasing flexibility and access, it is intended that DL delivery will be used as much as possible. d. Recognition. Sound academic principles will be incorporated into the programme design and content development to ensure accreditation, to the fullest extend possible, through academic institutions. 1. The matrix at Annex A aligns the NCM PME modernization themes with the Core Body of Knowledge found in Duty With Honour and the key strategic objectives from NCM Corps 2020 and the CWO SEM. Annex B outlines the components of the NCM PME Architecture.

b.

CONCLUSION 9. NCM PME Modernization provides the NCM Corps with the opportunity to implement a modern and focused PME strategy leveraging the traditional NCM roles of tactical excellence. A renewed PME programme for NCMs will expand opportunities for self development and further strengthen the command team relationship at the operational and strategic levels. NCM PME

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Modernization will provide the foundation to enhance NCM critical thinking skills and broaden both professional and personal knowledge. RECOMMENDATIONS 10. In order to advance the collaborative development of NCM PME, it is recommended that: a. b. c. content be developed for the PME modules outlined at Annex B; a communication plan be developed to inform all stakeholders of the NCM PME Modernization strategy; NCM PME modernization content be embedded in Chapter 2, Annex C (Common Duty Areas and Performance Requirements) of the NCM General Specification during the next cyclical review; and future versions of NCM capstone documents, such as the successor to NCM Corps 2020, be written to ensure consistency with the tenets of NCM PME modernization.

d.

Prepared by:

CWO R. Mercer, CWO NCM PD Modernization, 3739

Reviewed by: LCol D.G. Hartnett, SSO PD, 3930 Approved by: Col B. Horn, COS STEP, 8772 Date prepared: 3 Nov 11

Annexes: A. NCM PME Comparison Table B. NCM PME Architecture

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Annex A NCM PME Briefing Note 3 Nov 11

NCM PME COMPARISON TABLE (Note the NCM PME Architecture captures the key elements of the Duty With Honour manual and the NCM Capstone documents listed below)
PME Architecture Themes Duty With Honour NCM Corps 2020 CWO Strategic Employment Model (SEM)

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Leadership and Ethics Professional Ideology and NCM Roles Leadership Principles and Styles Ethical Decision making Applied Military Psychology, and The Command Team Canadian Military Law System Law of Armed Conflict Management and Communications Organizational Theory and Change Cultural Awareness and Diversity Management Power and Control in Organizations Dealing with Media Military Writing The Research Process Essay Writing Military Writing II Defence and Security Studies Canadian Military History The Evolution of Strategy The structure of Canadian Government and Society The Connection between Military and Civil Society Civil-Military Relations and Multination Operations Digital Literacy and Cyber Security Data Acquisition and Analysis Science Technology and Warfare Complex Systems and Decision making

Core Body of Knowledge Leadership Professional Ideology Strategy and Structure of Conflict Civil-Mil Relations International Relations/Mil Law Organizational theory and culture Military History Science and Technology

To achieve the vision of NCM Corps 2020, the CF must fulfil five Strategic Objectives related to NCM PME, as follows: Strategic Objective 1: Tactical Excellence. An NCM Corps whose members understand and are capable of applying force, collectively and individually, to achieve assigned missions and objectives. Strategic Objective 2: Fully Professional NCM Corps. An NCM Corps that possesses a military ethos that unites its members through an understanding of the characteristics of the Profession of Arms and describes their unique contribution to Canada. Strategic Objective 3: A Knowledgeable NCM Corps. An NCM Corps whose educational qualifications and competencies are commensurate with the diverse and demanding tasks they are required to perform. Strategic Objective 4: Outstanding Leaders. NCMs as leaders embody the Principles of Leadership and, as mentors, guide and develop their subordinates.

SEM Strategic Objectives: Foster a Common Command and Leadership Culture Maintain Stewardship of CWO Professional Competencies Strongly Contribute to CF Institutional and Operational Leadership Enhance NCM Career Opportunity with Increased Flexibility Support Strategic CWO Professional Development

Strategic Objective 5: Integral Members of a Strong Officer/NCM Team. NCMs are professionally developed to make a unique and indispensable contribution to the officer/ NCM team.

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Annex B NCM PME Briefing Note 3 Nov 11

NCM PME ARCHITECTURE

Level 5 Senior CPO1/CWO Graduate Seminars in Military Affairs

5 Multidisciplinary Se

PME Levels

Topics
(Paper or project based on individuals strengths)

Modu
Directed

Level 4 Advanced PO1/WO CP02/MWO

Organizational Theory and Culture (C) Leadership and Ethics (C) Military History (C) Science and Technology (C)

Power and Co

The C

The Evo

Complex System

Organizational Theory and Culture (C) Level 3 Intermediate MS/MCpl PO2/Sgt Leadership and Ethics (C) Civil-military Relations (C) Science and Technology (C) Communications

Organization Theory & C

Applied M

Civil-military Relations

Science, Tec

Essay Writin

Military History (C) Level 2 Junior AB/Pte(T) LS/Cpl Leadership and Ethics (C) Civil-military Relations (C) Science and Technology (C) Communications

Canadia Leadership Principles &

The Connection betw

Data Acqu

The Re

Level 1 Introductory OS/Pte(T)

Civil-military Relations (C) Military Law (C) Leadership and Ethics (C) Science and Technology (C)

The Structure of Cana

Canadian Military Law S

Professional Id

Digital Literac Dealing with the

(C) = Core Knowledge

Communications

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