US Army Combined Arms Center SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE Army’s Framework for Character Development Implementation and Assessment & FY19- 20 “America’s Army – Our Profession” 1 cape.army.mil
At APLDF 17‐4, CG, CAC approved The Army’s Framework for Character Development. The next step was to implement the framework within leader development, at all levels of leadership. In support of the FY18 Army Priority List Initiative #2P, I‐14‐007, CG, CAC directed MCCoE/CAPE to coordinate planning for implementation and assessment of The Army’s Framework for Character Development. Army‐wide staffing of the plan was complete in July with all organizations concurring or concurring with helpful comments. The intent now, based on guidance from HQDA G‐3/5/7 and CG, CAC is to implement the AFCD within the FY19 Army Campaign Plan. Today we will address the path forward. 1
US Army Combined Arms Center Agenda SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE • The Army’s Framework for Character Development (AFCD) • FY 19 ACP and APL #1P (Implementation and Assessment) • Objectives ISO FY19 ACP (CG, TRADOC Lead) • On-Going Activity ISO AFCD Implementation • America’s Army – Our Profession Themes (Background) • FY 19-20 AAOP Theme (SecArmy/CSA Approved) • CAPE Supporting Materials (Website) 2 cape.army.mil
Following an overview of The Army’s Framework for Character Development; I will discuss its implementation within the FY19 Army Campaign Plan, in support of the Line of Effort: “Live the Army Values” – with TRADOC as the organization with primary responsibility. We envision coordination and synchronization of effort within the APLDF through a Working Group; and this effort will address FY19 APL Initiative #1P (Implementation of the AFCD). Next, I will briefly review the background on the “America’s Army – Our Profession” Themes; and I will also discuss the SecArmy/CSA approved FY19‐20 “AAOP” Theme that begins on 1 October. Training and education materials in supporting leaders’ addressing the theme will be available on the CAPE website. 2
The Army’s Framework US Army Combined Arms Center for Character Development SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE Army Leaders: Strategic <-> Culture of Trust Army Army Organizations as an Institution Organizational <-> Professional Culture Climate Climate Recruiting Education Policies-Regulations Training Concepts-Doctrine Experience Programs-Systems Direct <-> Shared Identity Certification Force Structure Readiness Infrastructure Mission Budget Organizational Leader Strategic Leader Character Responsibilities Responsibilities Competence Commitment Individual Identity Uphold the Army Ethic Self-Development Lifelong Learning Coach-Counsel-Mentor Ready & Resilient Soldier for Life Direct Leader - Follower Responsibilities Army White Paper - 28 August 2017 3 cape.army.mil
Army Policy in AR 600‐100 (Army Profession and Leadership) and Doctrine (ADRP 1, The Army Profession) identity Trust as the essential characteristic defining our relationship with the American people; Mutual trust and cohesive teamwork within the Army are essential to Mission Command and the exercise of disciplined initiative and accepting prudent risk. Both external trust with the American people and internal trust among Soldiers and Army Civilians depend on living our shared identity as Trusted Army Professionals; However, research and studies have shown that embracing and strengthening our identity also depends on leader development within an organizational climate where we live by the Army Ethic and the principles of Mission Command; and Our identity and organizational climates must be supported by an Army culture wherein our directives, policies, programs, and systems are trusted ‐‐ not only to be effective and efficient, but ethical, as well. The Army’s Framework for Character Development requires leaders at all levels to fulfill their mutually supporting and interdependent responsibilities to: Strengthen our Culture of Trust; Establish and sustain Professional Organizational Climates; and Inspire & motivate our shared Identity, as Trusted Army Professionals. Successful implementation of the AFCD supports our readiness to accomplish the Mission, in the right way – to perform our duty, with discipline and to standards – and to live our identity, in all aspects of life. The Army’s Framework for Character Development is inherent within the ALDS, implemented in accordance with the Army Ethic and synchronized at all levels of leadership: strategic, organizational, and direct. The ALDS and the Army Ethic apply to the Army as an institution, guide all Army organizations, and effect the development of Trusted Army Professionals across the Total Force. The Army as an institution, through the decisions and actions of its strategic leaders, is responsible for strengthening the Army Culture of Trust (ADRP 1, Appendix A). Institutional policies, regulations, programs, and systems must be trusted (ethical, effective, efficient; 3
ADRP 1, para 2‐19): designed and implemented in accordance with the Army Ethic and the philosophy and doctrine of Mission Command (ADRP 6‐0; TP525‐3‐3). Army organizations, including commands, centers, schools, training centers, and tactical units are guided by their organizational leaders who establish and sustain professional organizational climates where all are inspired and expected to live by and uphold the Army Ethic in the exercise of Mission Command. Organizational leaders are responsible to ensure the mission is accomplished in the right way (ethically, effectively, efficiently). Individuals, as direct leaders and followers, are responsible for adopting our shared identity as Trusted Army Professionals. Soldiers and Army Civilians offer and accept objective, professional assessment of their performance. Effective coaching, counseling, and mentoring help leaders and followers to improve in performance of duty. ALDS. (2013); ADRP 1. (2015). An illustrated whiteboard video supporting the Army’s Framework for Character Development can be viewed at https://www.youtube.com/watch?v=2ZESeFn6MtY The 19 April 2016 White Paper Developing the Character of Trusted Army Professionals: Forging the Way Ahead can be found on the CAPE website at http://cape.army.mil/repository/white‐papers/character‐development‐white‐paper.pdf The 28 August 2018 White Paper The Army’s Framework for Character Development can be found on the CAPE website at http://data.cape.army.mil/web/repository/white‐ papers/armys‐framework‐for‐character‐development‐white‐paper.pdf 3
FY19 Army Campaign Plan US Army Combined Arms Center AFCD Staffing and Integration SOLDIERS AND LEADERS - OUR ASYMMETRIC ADVANTAGE FY 19: Army Campaign Plan – APL #1P, I-14-007 • APLDF Working Group • Climate, Certification, Identity, Assessment • Best Practices ISO SOs and Tasks • Provide IPRs at APLDF • Extend the APL Initiative into FY20 FY 20: Army Campaign Plan – APL #1P, I-14-007 • Complete all SOs and Tasks • Initial assessment of success • Close the APL initiative FY 21: Full Implementation with Continuing Assessment 4 cape.army.mil
In coordination with HQDA DSC G‐3/5/7 we now envision implementation of the AFCD within the FY19 ACP, in support of Line of Effort: “Live the Army Values” with CG, TRADOC as the organizational lead for achieving the end‐state and objectives. This approach will then address FY19 Army Priority List Initiative #1P, I‐14‐007, “Implementation and Assessment of the AFCD;” and Coordination and synchronization of effort will be achieved within an APLDF Working Group to begin activity NLT 1 Oct 18. The Working Group will seek Army‐wide consensus on how to: Define, achieve, and assess the desired organizational climate; Ensure certification of Soldiers & Army Civilians, defined in AR 600‐100; Prepare direct leaders to strengthen shared identity; and Assess success of the AFCD in achieving its end‐state and objectives. The Working Group will report progress quarterly in the APLDF and achieve each of its objectives and tasks NLT 30 Sep 20. FY19 Army Campaign (2 of 2): The objectives are associated with the elements of the AFCD; An Army Culture of Trust, reinforced through strategic leadership; Professional Climates, sustained and assessed by organizational leaders’ Shared Identity, strengthened through coaching, counseling, and mentoring by direct leaders. An Assessment methodology will be designed to evaluate success at all levels of leadership. Assessment will ask and answer: Do we have the correct concept for how to develop character within leader development; Have we designed our developmental programs – institutional, operational, and self‐ development – consistent with the framework; Are we implementing these programs, in the right way – ethically, effectively, and efficiently –; and, Are we seeing the desired outcomes – decisions and actions at all levels consistent with the 4
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