This model portrays the complexity of

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• This model portrays the complexity of growing
  noncommissioned officers. At its core are two
  critical requirements NCO lifelong learning
  (LLL) and Warrior Ethos. As an institution, we
  must mentor guide our NCOs along a path that
  helps them reach their potential which benefits
  not only the individual but the Army at large.
  Inculcating Warrior Ethos is more of a journey
  than a destination for a soldiers career that
  requires a constant state of development and
  reinforcement.
• The white spaces outside the blue circle depict
  some of the numerous policies, programs, and
  concepts that impact upon NCO development. Those
  factors impacting most on development are in the
  bottom left quadrant The Army is at war and the
  Global War of Terrorism is a long-term condition
  that acts as a limiting factor. Modularity and
  stabilization concepts and policies are changing
  how and when NCOs attend Professional Military
  Education. The Joint and Expeditionary mindset
  and the contemporary/joint operating environment
  have become forcing functions for the evolution
  of our approaches toward training and
  development.
• The eight nodes surrounding the core represent
  the major components of the NCO development
  model. Although there are three primary domains
  Institutional Training, Operational
  Experience/Assignments and Self-Development,
  there are additional parts/considerations that
  also impact. Joint aspects of training,
  leadership education and personnel have
  increased and are starting to impact on the
  enlisted force. While most NCOs will serve
  inside a Brigade Combat Team Unit of Action,
  many will participate in the Joint National
  Training Capability Exercises and/or serve in a
  Army unit which performs as part of a Joint,
  Interagency, and Multinational force. Today and
  into the future, all operations will be executed
  by joint force packages. Many NCOs will find
  themselves being placed in a Joint assignment
  which will require some Assignment Oriented
  Training prior to arrival. As the NCO Corps
  joint role expands, we must determine who needs
  joint education and training, when they will need
  it, and how well deliver it to them. All of
  this therefore must be part of our development
  model. In addition to CTCs, all NCOs will
  participate in critical homestation
  training/exercises. These homestation training
  events provide the NCO multiple opportunities to
  apply what they know and expand their knowledge
  skills based on feedback from AARs and Sr NCO
  coaching mentoring.
• The training, leadership education of the NCO
  Corps will involve all components reflected in
  this model. The role of distributed learning
  will increase for both the self-development and
  institutional training domains. Future training
  strategies must leverage embedded, virtual
  interactive training simulations and games as
  part of the training support provided to our
  Soldiers. These environments will provide
  just-in-time training support for all three
  development domains and allow individuals to
  reach-back from anywhere in the world to
  determine what they need when they need it.
• The Army is developing a mandatory
  self-development/individual assessment test and
  implementing a 360 degree assessment program
  both of these will place greater emphasis on
  Self-Development and the coaching and mentoring
  of subordinates. A significant aspect of this
  culture is that while each individual is
  responsible for their personal growth, all
  leaders remain accountable for the growth and
  development of their subordinates.
• Self-development has three primary aspects that
  fall into two domains structured/directed
  development and self-motivated development.
  Civilian education and technical certifications
  are primarily self-motivated activities however,
  some specialties may require selected civilian
  certifications. While some military studies
  (Army / Joint) are self-motivated, there will be
  some directed studies that are tied to the
  overall development structure.
• When NCO development is discussed many
  individuals focus only on the NCO Education
  System. The model depicted here, intentionally
  places the NCOES and related functional courses
  on the outside of the primary model to emphasize
  that courses are but one aspect of growing the
  NCO. In the upper right are new courses
  associated with a proposed three tier NCO
  Education System. On the bottom left next to
  the Assignment/Deployment (Experience) component
  are some of the job specific functional courses.
  The most significant change is the bottom node
  titled Assignment Oriented training. While AOT
  is just beginning, it has great potential for
  supporting the NCO across their career with
  focused courses providing the right training at
  the right time to prepare the NCO to succeed in
  their currently assignment and grow into
  increased responsibilities.
• Since it is not feasible to implement the entire
  model at one time, we must chunk the major parts
  into potentially three stages covering FY 05 to
  FY 08. The next several charts will attempt to
  describe a way to achieve our model end state.