FORCE DEVELOPMENT CONCEPT of OPERATIONS October 2011 Force Development CONOPS TABLE OF CONTENTS I. ANG Force Development Objectives 4 II. Force Development Execution and Program Management 5 a. Centralized Management 7 b. Competency Development 9 c. Individual Communication 11 d. Tools 14 e. Functions 17 III. Developmental Education 17 IV. Joint Education and Experience 20 V. State Force Development Statutory Tour Program 21 VI. Program Measurement / Metrics 22 VII. Communication and Change Management Plan 23 2 Force Development CONOPS FIGURES: 1. Deliberate, Organized Development Model 5 2. Force Development Centralized Management Model 8 3. Officer Career Planning Diagram 10 4. Enlisted Career Planning Diagram 12 5. Officer Career Development Model 13 6. Officer Scorecard 15 7. Enlisted Scorecard 16 8. Force Development Timeline 18 ATTACHMENTS: 1. Enlisted Development Plan (EDP) Template 24 2. Officer Development Plan (ODP) Template 27 3. Leadership Competency Definitions 30 4. Statutory Tour Development Teams / Council Process 34 5. State Force Development Statutory Tour Program Responsibilities 40 6. Proposed Force Development Metrics 41 3 Force Development CONOPS I. ANG FORCE DEVELOPMENT OBJECTIVES The vision for ANG Force Development (FD) is to create an ANG which is responsive to local, state / territory / District, and AF requirements while simultaneously expanding our pool of future leaders. In doing so, we must not lose sight of the fact that we are predominantly a traditional, drill-status force and we must respect the fact that we share our ANG men and women with their civilian employers and families. The overall goal of ANG FD is to provide deliberate and organized professional development, tailored to meet ANG and AF needs, within the context and culture of the ANG. We will do so by developing Airmen with the required skills, knowledge and experience to lead and execute current and future mission capabilities. The ANG Strategic Planning System (SPS) Priority One effort has identified the need to provide individuals with Joint experiences, higher headquarters level opportunities, AEF deployments, special duty assignments, and additional supervisory experiences. The ANG FD CONOPS and State Force Development Toolkit available at www.ang.af.mil/careers/forcedevelopment provide basic elements and options for each state / territory / District to tailor and execute Force Development to offer their Airmen educational and developmental opportunities to meet this need. While FD is not a “one size fits all template,” the ANG FD goal is similar to the active duty, in that both are working towards preparing Airmen for the challenges of the 21st century through a deliberate development process. The road we take to get there may differ slightly as we model development methods to ensure they are conducive to the Citizen Airman’s schedule and unique civilian, non-military experiences. This CONOPS supports the AF Strategic Personnel Plan and the AF Core Competency, Develop the Force, and integrates AFDD 1-1, Leadership and Force Development; AFPD 36- 26, Total Force Development; and AFI 36-2640, Executing Total Force Development. 4 Force Development CONOPS Simply put, FD is the series of experiences and challenges, combined with education and training opportunities, which develop Airmen as leaders. The foundational doctrine for FD is based on what we want our people to know, when we want them to know it and how to best apply their education, training, and experience. People are our most valuable resource and the most important investment we can make is their continued education, training, and development. Figure 1. Deliberate, Organized Development Model II. FORCE DEVELOPMENT EXECUTION AND PROGRAM MANAGEMENT This CONOPS was developed to assist the 54 states / territories / District to execute force development for all ANG members. The ANG Force Development Program Manager for all national level initiatives is NGB/HR unless otherwise specified in this document. The CONOPS 5 Force Development CONOPS and the model construct were designed to provide a complete set of interrelated efforts and tools the field can use to achieve all of the stated objectives. Successful execution requires: • Well-defined requirements at all levels • Defined roles and responsibilities for policy and execution of ANG FD • Active career field management across ANG programs • Proactive mentoring through direct communication with the member • Deliberate development of institutional and occupational competencies via career managed education, training, and assignments • Supervisor, commander, command chief, and member involvement • Recognition of civilian, non-military skills and life experiences Each state / territory / District and the Statutory Tour program should have both a Force Development process and a Career Management process to evaluate and mentor their officer and enlisted corps. State / territory / District participation is absolutely VITAL to success because the ANG does not have a centralized assignment process. To achieve our stated vision we must enhance the methodology for providing career opportunities and assignments for ANG members. Superior Force Management requires deliberate planning and must be designed to meet AF and ANG needs, while better accommodating an individual’s goals and objectives. Each state / territory / District should have a process to identify positions and opportunities that can afford their members avenues to achieve the necessary competencies to become strategic leaders. The work of identifying these positions across the various programs in the ANG and establishing detailed management processes is the challenge of each state / territory / District JFHQ and Wing. Similarly, the Director of the ANG has instructed NGB/HR to create a national level program to provide opportunities for all ANG members to complete an ANG 6 Force Development CONOPS Headquarters / MAJCOM assignment (see Section V). State / territory / District selection processes are needed to validate candidates for this national level program and indicate recommended follow-on assignments. The proposed force development construct includes a.) centralized management within each state / territory / District and the statutory tour program; b.) development teams focused on competency development within an organizational unit or functional group; and c.) direct communication with individual ANG members. Each of these components is described below along with examples of available support tools. a. Centralized Management To implement force development each state / territory / District should have a central body to account for all the opportunities and resources under its control. The equivalent force development organization for the Statutory Tour Program is the Force Development Council (FDC). (Figure 2) This central body has overarching visibility of the organization, knowledge of the organization’s strategic vision, and awareness of the organization’s impending needs. To institute an ANG Force Development program each state / territory / District should establish a FDC, or equivalent, located at, or managed from, their respective JFHQ. 7 Force Development CONOPS Figure 2. Force Development Centralized Management Model Utilizing Force Development Councils (FDCs) Coordination/Support Coordination/Support NGB FD Cross 1 Stat tour FDC flow 54 StateF/TDeCrrsitory/DC A A A A A A A A S F S TAG/ATAG Functionals 1 2 3 4 5 6 7 8 G M E DoS Unit/CCs Group/CCs FSS (DP) Training HR ANGTEC, Others Immediate Goal: Force Development process established in each state / territory / District to evaluate and mentor the officer and enlisted corps within the state / territory / District mission requirements and force structure. Future Goal: Cross flow between the Statutory Tour Program and the 54 states / territories / District to improve availability of developmental opportunities and increase breadth / depth of experience at all levels (i.e. field, NGB, etc.) An FDC has the authority to centrally manage the development of ANG Airmen under its control. An FDC identifies education or assignment vectors for Airmen utilizing structured criteria such as career gates, prior education/assignments, and developmental potential. A detailed description of the ANG Statutory Tour Force Development structure and process is provided in Attachment 4. 8 Force Development CONOPS b. Competency Development Each state / territory / District Force Development Council may also be supported by Force Development Teams focused on the development of a sub-set of ANG members. The sub-set may be defined by organization/command structure (i.e., a wing or a group) or by function/classification (i.e., rated officers, enlisted maintainers, medical specialty, Company Grade Officers, Junior NCOs). Development Teams (DTs) can be established at each Wing, GSU, or wherever necessary to provide individuals with developmental vectors. DTs composed of supervisors/commanders, collectively review individual development plans and provide developmental vectors to the Airmen under review. The developmental opportunities available to members within a specific functional area or command structure will vary from team to team. These opportunities include attending professional education courses, broadening or special duty assignments, deployments, or any number of possibilities. The focus of the DT is to assess each member’s potential and deliberately plan a vector to promote and develop competencies to make the member an effective commissioned or non-commissioned officer and future ANG leader. DTs also become a forum to identify the strengths, competencies, and transferrable skill- sets a member brings from non-military, civilian experiences. As an organization, we have often acknowledged the strength of the skill set our traditional members bring to the organization. The establishment of DTs allows visibility into those talents at a local level where the knowledge can be used to enhance the organization and further develop the member. 9 Force Development CONOPS Figure 3. Officer Career Planning Diagram Career Planning Diagram (CPD) The diagram above is for use by Career Functional Managers, Development Teams (DTs), commanders, and supervisors. DTs can review and modify CPDs for their functional area creating a tool to provide vectors for career development. This diagram can also be used to provide period indicators for developmental assignment consideration. 10