annex b 24 june (dc)

8/6/2019 Annex B 24 June (DC)

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Annex B: Modernization of NCM Professional Development

I. INTRODUCTION

Although Non-Commissioned Members (NCM) have repeatedly demonstrated success inoperational and institutional contexts, NCM Professional Development (PD) must evolve

to reflect the expanding roles and responsibilities that they face in the Contemporary

Operating Environment (COE) and the ever evolving Future Security Environment(FSE). In addition to the core traditional skills, attributes and responsibilities of NCMs,

particularly the senior NCOs, they must possess global awareness and an understanding

of the Whole of Government team approach. They must be innovative, mentally agile and

capable of multi-layered critical thinking. This annex presents the approach tooperationalize these requirements, while positioning the improved NCM PD system to

fully exploit the opportunities developed through the overarching Individual Training and

Education (IT&E) Modernization initiative.

At its core, the modern NCM PD system will have a Professional Military Education

(PME) that responds to the vision espoused in NCM Corps 2020. These competencieswill be developed progressively and be accessible through internal and external education

vehicles. The entire curriculum will be powered by modern learning methodologies and

technologies optimized to the learning expectations and requirements of current membersand future recruit cohorts. Modern NCM PD will incorporate a clearly articulated self-

development programme that will provide access to enriched education opportunities that

will parallel and compliment the core PME.

The modern approach to NCM PD reflects a cultural change that builds upon the

traditional values of the NCM Corps, integrates with development of occupationalexpertise and recognizes the expectations of NCMs as members in the Profession ofArms. As custodians of the NCM Corps and thereby the agents responsible for the

persistence of a modern approach to NCM PD, CWO/CPO1s will be key contributors to

this cultural shift; communicating the requirements and components of modern NCM PDto the NCM Corps.

II. BACKGROUND

NCM Corps 2020 was published in 2002, nearly a decade ago, as strategic document that

defines and provides guidance to PD requirements for NCMs in the 21st century. NCMCorps 2020 speaks to the requirement for NCM mental agility, critical thinking, and

comprehension of a common body of knowledge related to the Profession of Arms. It

prescribes moving forward on the basis of a strong, complementary and mutually

supporting officer/NCM team concept that meets the challenges of the COE.

An end-to-end review of the Non Commissioned Member General Specification (NCMGS) was completed in 2010. This updated NCM GS provides the foundation upon which

to build the professional military education (PME) program within a PD structure that

anticipates career-long intellectual development.

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CF CWO Council in fall of 2010 raised concerns over the deficiencies in academic

opportunities and the process for accreditation of CF training, education and experience.The Canadian Defence Academy responded accordingly with:

an emphasis on NCM PD within the IT&E Modernization initiative;

an ongoing effort to expand the education opportunities through the Association

of Canadian Community Colleges (ACCC);

the introduction of a process to certify occupations that naturally align with their

civilian counterparts;

the development of a proposal to improve the mechanism to asses and recognize

prior learning and experience obtained both within the CF and externally; and

an PD governance model

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III. STRATEGY

Aim

An NCM PD system that progressively delivers career-long learning to develop theintellectual and professional attributes required to succeed in future operational and

institutional roles.

Overview

The modernized NCM PD system is characterized by the achievement of threeobjectives: a Modern NCM PME programme; Recognition of Prior Learning and

enrichment of Education Opportunities; and Occupation Certification. The overlapbetween these objectives requires that they be realized through an integrated pursuit of

three lines of operation: Definition of NCM PME; Harmonize Existing Education

Programs and Enhanced Self-Development. This process is supported by three key

enablers described later in this document.

Objective 1 Modern NCM PME

The NCM PME program is aligned with the Leadership Development Framework (LDF)

and delivers the attributes demanded of NCMs as members of the Profession of Arms inthe achievement of CF success in the COE and FSE. In particular, the programme will

provide the framework to develop critical thinking skills and describe the methodology to

qualify individuals mental agility. These core competencies are critical to operational and

institutional success and will be delivered within the IT&E System. The PME programwill serve all NCMs while providing the unique learning events required in the

preparation of succession-planned individuals for success in strategic level appointments.

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Objective 2 Recognition of Prior Learning and Enrichment of Education

Opportunities

Intellectual development opportunities for NCMs are accessible through mechanisms

appropriate to the learning content and in formats appropriate to the individual NCM

Learner. Through the communications and encouragement provided by CWO/CPO1s allNCMs are fully aware and motivated to take advantage of these opportunities. The CF

and external academic institutions share a common appreciation for the skills and

knowledge developed in both learning environments. This awareness coupled with aautomated process for comparison enables robust partnerships that support a shared

ability to assess and recognize prior learning and experience regardless of origin. In

addition to improving PD accessibility and options, this framework supports the

individual self-development objectives.

Objective 3 Certification of Occupations

NCM occupations with strong correlation to civilian industry, professional certification ortrades licenses (e.g. cooks, technicians) will be fully and automatically aligned where

feasible. Where the civilian accreditation requires additional training, the PD system willprovide a clear map of the self-development required to achieve the civilian accreditation.

In addition to achieving warranted respect in the civilian environment that will benefit

Civil-Military relationships and success in the full spectrum of operations, this

recognition will enhance the CFs identification as an employer of choice.

Lines of Operation

Define NCM PME

This LOO supports the objective of achieving a Modernized NCM PME. A

comprehensive analysis of the PME program is required to ensure that it providesNCMs the competencies necessary to fulfil their increased roles and

responsibilities within the COE and FSE. In addition to aligning the program with

NCM PD, NCM PME must exploit synergies and provide competenciescomplementary to the officer PME. The programme will provide progressive

development while allowing the flexibility for individuals to accelerate their

engagement of PME according to their personal abilities. Definition of the PMEprogramme will incorporate a consideration of a mechanism to exploit the

strengths and interests of individuals in support of the expectations of NCM Corps

2020.

Harmonize Existing NCM Educational Programs

The various CF programmes available to provide or support intellectual developmentpresent a patchwork of administratively complex options. A unified approach to existing

NCM self development opportunities will be established. The value of options for self

development will be articulated along with the requirements and process to encourage

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NCM participation. The PD governance framework will ensure that the integrated

program is continually modernized to meet the changing military and civil environments.

Enhance Self Development.

Enrich the breadth and depth of education opportunities to enhance NCM self-development in support of improving professional acumen while presenting the CF as a

learning organization that fosters and appreciates individual intellectual growth. The CF

will partner with academic institutions to provide education opportunities thatcomplement CF requirements and support individual desires through programmes that

recognize the challenges associated with military service.

Enablers

Enablers of the strategy to modernize NCM PD are integral to the LOOs to achieve a

modernized NCM PD system:

Governance . A clear governance model was approved by PDC and AFC in May2011. It ensures alignment and responds coherently to the centralized direction in

accordance with the strategic guidance from the Chief of Defence Staff. NCMs

will be represented at all levels of governance. The governance structure depictedbelow is an enabler that promotes dynamic, flexible and innovative delivery

systems tailored to NCM requirements. It instils within the CF culture that CWOs

and CPO1s are the custodians of the NCM Corps. Importantly, it ensures NCMPD initiatives are embedded in a CF PD governance structure.

In order to effect the necessary coordination of NCM PD initiatives, the followingprocess is being adopted:

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CDA FCWO attends the CF CWO Council whenever NCM PD related

issues are on the agenda;

CDA FCWO briefs the NCM PD CPO1/CWO on the issue(s) and provides

guidance;

NCM PD Chief presents the issue to IT&E Committee for discussion and adecision. If the issue is beyond the purview of IT&E Committee, it is

referred to the Professional Development Council (PDC) with arecommendation; and

CDA FCWO back-briefs the CF CWO Council on the status of the project

as required.

Learning Technologies . Technology enables flexible and self-paced the delivery

of competencies in accordance optimized to individual learning requirements and

preferences. In addition to broadening the content and increasing effectivenessand efficiency of delivery, future members and a large cohort of current members

are already embedded in a technically enabled environment and expect their

workplace to be seamlessly connected to other aspects of their life.

Communications . Provide timely, complete and clear awareness of the objectives

of NCM PD Modernization in general; specific outputs of this effort; and the

relationship between these developments and the overarching IT&E

Modernization initiative. Conventional communications means will introduceand describe the modernization outputs, but context and comprehension of the

importance of a modernized NCM PD will be a shared responsibility with

CWO/CPO1s as the lead agents of communications to the NCM Corps. This

enabler will simultaneously inform and promote the civil-military academicpartnerships thus promoting a more effective and economically efficient joint

delivery mechanism.

Conclusion

A modern NCM PD system fully engages NCMs as members of the officer/NCM team incontributing to success in future operational and institutional environments. The NCM

PD system will build on the traditional functions of NCMs, concentrating on developing

competencies that support the expanding roles and increasing responsibilities of NCMs

consistent with the vision of NCM2020 and their position in the Profession of Arms.Technologies, by virtue of their presence in every aspect of the lives of current and future

members, but more importantly as a vehicle for the efficient achievement of requisitecompetencies, will be a fundamental enabler. Successful implementation of a modernNCM PD system requires a culture shift. NCMs will participate in the development and

governance of the PD system. To ensure the persistence of the advancements introduced

by modernization, CWO/CPO1s, as custodians of the NCM Corps, will lead thepromotion of the modern system within the NCM Corps.

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annex b 24 june (dc)

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