The NCO Leadership CeNTer Of ExCeLLeNCe
The NCO LeadershipCenter of ExcellenceCapabilities HandbookCAPABILITIES1HANDBOOK
NCO Leadership Center of ExcellenceThe NCO LeadershipCenter of Excellence“Leaders Build Lethality, We Develop Leaders”Our VisionThe premier institution driving innovativedevelopment for enlisted leaders; constantly focusedon readiness.Our MissionProvide professional military education that developsenlisted leaders into holistically fit, disciplined,well-educated professional capable of meeting thechallenges of large-scale combat operations in amulti-domain environment.What We Are ForDevelop, integrate, and deliver education andtraining readiness.
Capabilities HandbookOur Organization
NCO Leadership Center of ExcellencePhoto by David Crozier4
Capabilities HandbookTable of ContentsOffice of the Commandant12234455891011CommandantDeputy CommandantChief of StaffSpecial StaffQuality Assurance OfficeEqual Opportunity AdvisorSexual Assault Response Coordinator / Victim AdvocateParalegal Noncommissioned OfficerDeputy Commandant (Command and Control)International Military Student Office (IMSO)Command CommunicationsPublic Affairs Office (PAO)Fort Bliss Noncommissioned Officer AcademyChief of Staff (Command and Control)ChaplainDirectorate of Human Resources (G1)Directorate of Plans, Operations and KnowledgeManagement (G3/5/7)12Directorate of Plans, Operations and Knowledge Mgt. - G3/5/712Operations (G3)13Visitor Coordination Office (G3 Operations)14Plans (G5)15Noncommissioned Officer Heritage and Education Center16Knowledge Management/Information Operations (G7)17Directorate of Logistics and Resource Management (G4)17Department of Information Technology (G6)5
NCO Leadership Center of ExcellenceDevelopDirectorate of Curriculum Development18Directorate of Curriculum Development19Basic Team19Intermediate Team20Advanced Team21Distance Learning Team21Distributed Learning Support22Editors Office22Office of the HistorianIntegratePolicy and Governance (Asst. Dean for Academics)23Policy and Governance/Assistant Dean for Academics24Operations25Analysis/Doctrine26Army University Liaison26Registrar27Education and Degree Program Analyst / Advisor28Learning Resources Center29Staff and Faculty Development Directorate (SFDD)30Staff and Faculty Development Directorate DistanceLearning (SFDD-DL)30Faculty Development and Recognition ProgramDeliverNoncommissioned Officer Professional DevelopmentDirectorate31313232Noncommissioned Officer Professional Development DirectorateNoncommissioned Officer Academy Mission CommandStrategic Initiatives DivisionNoncommissioned Officer Academy Mission Command (NCO MC)6
Capabilities HandbookDirector of the United States Army Sergeants MajorAcademy33Director of The Sergeants Major Academy34Deputy Director of The Sergeants Major Academy34Chief of Education and Assistant Chief of Education34Sergeants Major Course (Resident and Distance Learning)36Department of Army Operations36Department of Joint, Interagency, Intergovernmental andMultinational37Department of Force Management37Department of Command Leadership38Department of Professional Studies38Department of Distance EducationAssistant Chief of Education (Command and Control)39Spouse Leadership Development Course (SMC)39SMC Development TeamDeputy Director of The Academy (Command and Control)40Master Leader Course41Battle Staff Noncommissioned Officer Course41Mission Command Training Branch42The Sergeants Major Academy Fellowship Program43Senior Leader Sustainment44Reserve Component Advisor7
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Capabilities HandbookThe Office of theCommandantEOFNCOLCoETHE COMMDFICANOFTCSMANCommandantThe Commandant serves as the leader of theNoncommissioned Officer Leadership Center ofExcellence (NCOLCoE) and The Sergeants MajorAcademy (Academy) which is supported by commandselect list command sergeants major, sergeants major,course instructor NCOs, DA Civilian staff and faculty, andcontractors. This position oversees the conduct of more than391,000 students in resident courses and approximately 2,500students who train via distance and video teletraining annually.This includes conducting 15 programs of instruction (POI) fordelivery to 34 BLC NCO academies, 11 MLC training locations,the Battle Staff NCO Course resident and VTC ITC, DistributedLeader Course level I through VI, Advance and Senior LeaderCourse leader core competency curriculum, and the SergeantMajors Course. In addition, the commandant is responsible forproperty and equipment management valued at more than 28million and a seven-figure annual budget. The commandantalso advises the Sergeant Major of the Army and the TRADOCCSM on all NCOPDS matters; has direct reporting authority tothe Combined Arms Center (CAC) Commanding General (CG);1
NCO Leadership Center of Excellencethe Uniformed Code of Military Justice (UCMJ) authority (1ADCG); the ADCON authority (JMC CG;, and accrediting authority(Command & General Staff College (CGSC) and ArmyU Provost).The position also serves as the president of The SergeantsMajor Academy Branch Campus of the CGSC.Deputy CommandantThe Deputy Commandant serves as the second leader ofthe NCOLCoE and is responsible for delivering educationto more than 391,000 Soldiers worldwide annually. Thisposition is the principle advisor to the commandant,wherein his absence or under his directive, decisionsare made that support the NCOLCoE mission and thehealth and welfare of staff, faculty and students. The deputycommandant supervises training throughout the academy,including preparation and readiness for curriculum andoperations, oversight of organizational inspection programs,accreditation, personnel, logistics, administration, contracts,and budgetary actions. Additionally, this position providessupervisory oversight of all CMDs, SMC, staff and faculty (S&F),BSNCOC, ALC-CC, SLDC, SSD/DLC, NRC, FBTX NCOA, and IMSO.These responsibilities also involve executive oversight for theSHARP, EO, QAO, and SJA programs.Additional responsibilities include enlisted individual trainingto collective training, and leader development. This involves thedevelopment and maintenance of 3,141 hours of curriculumspanning 14 courses, the delivery of more than 209 separatePME classes annually, and the management of more than 400DoD and multi-national SGMs, Soldiers and DA Civilians. Thedeputy commandant reports directly to; the FBTX NCOA, SFDD,IMSO, command communications, and the public affairs office.Chief of Staff (CoS)The Chief of Staff (CoS) is the NCOLCoE command group’ssenior administrator and the commandant’s seniorstaff advisor responsible for providing authoritativerecommendations based upon expert knowledge of2
Capabilities Handbookregulation, policy, and command capabilities. The CoS assiststhe commandant in the conceptualization, design, developmentand implementation of initiatives and programs that sustain orenhance the mission. The CoS holds supervisory authority overthe coordinating staff ensuring staff directors employ effectiveand efficient processes supporting the organization’s mission,and the commandant’s intent and priorities. The CoS servesas the lead on DA Civilian professional development and talentmanagement. This position also serves as vice president forpersonnel and operations of the The Academy branch campusof the CGSC.Special StaffQuality Assurance Office (QAO)oENCOLCoEQUALIT Y ASSUFFN3LCOECOICETHThe Quality Assurance Office (QAO) conducts continuous,systematic internal and external evaluations of all NCOLCoEcourses. Additionally, it assists TRADOC with staff assistantvisits (SAV) and accreditations of NCOQ A Oacademies worldwide in accordance with(IAW) TRADOC’s established Army EnterpriseAccreditation Standards (AEAS). The QAOprovides proponent leadership feedback onProfessional Military Education (PME) of NCOsto ensure proficiency and relevancy.The QAO, supports and compliments the efforts ofNCOLCoE, TRADOC, CAC, and Army University. The QAO deployswarrior-focused evaluators who assess all NCOAs worldwideusing a common sense approach and an assistance-driven,team building attitude. The NCOLCoE NoncommissionedOfficer Development System (NCOPDS) training and functionaleducation programs include the Basic Leader Course (BLC),Advanced Leader Course Leader Core Competencies (ALCLCC), Senior Leader Course-Leader Core Competencies (SLCLCC), Battle Staff Noncommissioned Officer Course (BSNCOC),BSNCOC-VTT, Master Leader Course (MLC), and the MasterLeader Course Nonresident (MLCNR).RANCE
NCO Leadership Center of ExcellenceEqual Opportunity Advisor (EOA)The Equal Opportunity Advisor (EOA) is the principaladvisor to the commandant on all matters pertaining to EqualOpportunity (EO). The EOA assists the commandant in fosteringan environment of dignity and respect for Soldiers, Civilians,and Family members assigned to the NCOLCoE. The EOAreports directly to the commandant on issues related to thefair treatment of military personnel, Department of the ArmyCivilians, and Family members and monitors the organizationfor unlawful, or offensive, behavior related to race, color, gender,sex, sexual orientation, religion or national origin. The EOAserves as a conduit and liaison between the students, staffand faculty of the NCOLCoE on all equal opportunity issuesand concerns. The EOA also provides training, conducts andadministers command climate surveys, and leads special andethnic observance activities across the organization.Sexual Assault Response Coordinator (SARC)and Victim Advocate (VA)The NCOLCoE Sexual Harassment Assault Response andPrevention (SHARP) Program is committed to eliminatingsexual violence before it begins. The SARC and VA use Unitof Efforts (UOEs) to promote anenvironment conducive to humandignity and respect and a culturewhere sexual harassment and sexual assault are not tolerated.The four Lines of Efforts (LOEs) include: advocacy, prevention,awareness, and training.Advocacy aims to empower victims, encourage reporting,and facilitate recovery. With the options of face-to-face supportor dialing the 24-hour Fort Bliss SHARP hotline (915-245-8991),confidential advocacy is convenient to access. The NCOLCoEhas two portable SHARP resources for Soldiers and Civilians. Allhave the option to carry the ULTIMA SHARP card or download totheir phone, the free “ULTIMA SHARP” application.In addition to anti-harassment policies, the SHARP program4
Capabilities Handbookhas developed several approaches to promote awareness.Focus groups and realistic “What Would You Do” bystandertraining sessions are used as strategies to endorse behavioralchange. Other strategies include the anti-sexual violencereference section within the Learning Resources Center; SexualAssault Awareness and Prevention Month (SAAPM) support inApril, informational material displayed throughout the campus,and SHARP briefings to Soldiers arriving to Fort Bliss and theNCOLCoE. Through awareness, the SHARP program promotesan environment conducive to human dignity and respect, andadvocates all available resources.Paralegal Noncommissioned OfficerThe paralegal NCO provides legal administrative supportto the commandant and is the organization’s conduit to theOffice of the Staff Judge Advocate who specializes in areasof criminal law, family law, international law,contract law, and fiscal law. The paralegal NCOmanages legal documents for courts-martial,non-judicial punishments, and other militaryjustice matters. The paralegal NCO preparesfor the commandant’s review: line of dutydeterminations, separation board proceedings,legal reviews, and other administrative law matters. Theparalegal NCO also provides legal assistance to the organizationon matters such as powers of attorney and notary services.Deputy CommandantInternational Military Student OfficeThe International Military Student Office(IMSO) directs the operation of the SecurityCooperation Education and Training Program(SCETP) objectives, policies and regulatoryrequirements for the NCOLCoE and Fort Bliss.It plans, develops, and executes the SCETP,5
NCO Leadership Center of Excellenceincluding the Field Studies Program (FSP), for all InternationalMilitary Students (IMS) attending training as outlined in theSecurity Assistance Management Manual (DoD 5103.38-M),and the Joint Security Cooperation Education and TrainingRegulation (AR 12- 15). The IMSO uses automated programsand resources; it assesses plans, develops and executesadministrative and academic life-cycle support, FSP support,and strategic communication for all IMS and their authorizedaccompanying dependents.The IMSO serves as the subject matter expert on the SCETPand on all IMS matters. It advises and represents the NCOLCoEleadership on all matters pertaining to SCETP, continuouslyeducating senior leadership, faculty, staff and the Civiliancommunity about security assistance matters in general, andthe execution of the SCETP.The IMSO ensures consistent application of SCETP policiesamong supported participants at Fort Bliss, and independentlyplans and directs all operations of an IMSO includingbudget and manpower, ensuring compliance with financialmanagement directives and policies (TLA approving official, GPCcertifying official, etc.).IMS attend the Field Studies Program (FSP), which coversfacets of human rights, diversity and American life, U.Sgovernment institutions, political processes, the judicial system,6
Capabilities Handbookthe free market system, education, health and human services,media, international peace and security, and the law of war.This includes local and long distance, multi-day tours to areaswithin a 250-mile radius. Events outside of this distance needapproval by the director. The program provides the IMS with abalanced understanding of American society. The field studiesmanager serves as the primary planner and coordinator forapproved activities including the seven-day Department of theArmy Washington, D.C. field trip for all authorized IMS.The sponsorship manager plans, develops, and executes theIMSO sponsorship program including publicity and recruitment,speaking engagements, assigning sponsors, and planning,coordinating and conducting sponsor receptions and events.The office provides a variety of personal assistance servicesto international military students and their dependents. Thesponsorship coordinator plans and conducts cultural activitiesfor IMS family members, and perform academic and personalcounseling.The logistics and resources section is responsiblefor training management which entails maintenance ofautomated student training databases, and contact withSecurity Assistance Training Field Activities (SATFA) to ensureprerequisite training is completed. They ensure all studentsare enrolled in the ATRRS program, provide ongoing assistanceduring courses, and ensure graduation certificates are properlyprepared. The section monitors overall training progress of theIMS, to include monitoring the Standardized Training List (STL)and alerting IMSO of changes that may affect student load orhave a negative impact on the budget. Logistics and resourcesalso serve as the Test Control Officer (TCO), and coordinatesand administers the English Comprehension Level (ECL) Test.Logistics and resources, is also responsible for internationalmilitary student program assistance providing personal supportto include: knowledge of religions, ethnicities, dietary habits,and national customs.The IMS program assistant fluently speaks and writes inSpanish and English, performs translations in support of the7
NCO Leadership Center of ExcellenceSpanish speaking IMS. The assistant provides class schedulesand course information, assists IMS with medical enrollments,establishing bank accounts, and apartment rentals, or lodgingarrangements. They input student information into the IMSOdatabase and update SAN website database to includeuploading pictures of the IMS. They distribute ITOs to variousagencies on post including the hospital, lodging, CID, andresource management, and prepare endorsements of ITOsupon issuance of ID cards.Command CommunicationsThe Command Communications Office is the crafter ofthe command message in accordance with the NCOLCoEcommandant’s priorities, initiatives and intent. The individualin this position crafts messages for the command, as well as,advancements in NCOPDS and Professional Military Education.Command Communicationsworks closely with alldirectorates and staffs ofthe NCOLCoE, and it’s higherheadquarters elements,in crafting the commandmessages which tell theNCOLCoE mission — to provideprofessional military educationthat develops enlisted leadersinto holistically fit, disciplined,well-educated professionalscapable of meeting the challenges of large-scale combatoperations in a multi-domain environment .The Command Communications office communicatesthe Center’s story to the public, both internal and external,by means of media relations, public relations, communityrelations, internal communications and social media usingmultimedia platforms. The Command Communications officeresearches, develops, writes and edits a variety of informationalproducts to include pamphlets, tri-folds, brochures, magazines8
Capabilities Handbookand newspapers. The office also produces a variety of videoproducts used for internal educational purposes, conductsinterviews of senior enlisted leaders, and produces commandinformation videos for our external stakeholders.Public Affairs OfficeThe Public Affairs Office works in concert with the CommandCommunications Office to tell theNCOLCoE story. The PAO is responsiblefor presenting clear, consistent and upto-date information about the NCOLCoE,its students and staff. This is achievedby developing and promoting positivecommunity relationships, coordinatingsuccessful events coverage andcommunicating the commandant’sintent through the many stories of our Soldiers/students, staffand faculty successes, and innovations and partnerships. ThePAO uses a multitudeof media platformsto engage the public- written stories,photojournalism, socialmedia and informationalproducts, i.e. factssheets and pressreleases.The PAO isresponsible for themanagement of contenton the center’s socialmedia platforms, monitors content for compliance with Armyregulations and policy concerning online conduct, and seeksnew means to communicate the Army and NCOLCoE story.9
NCO Leadership Center of ExcellenceFort Bliss Noncommissioned Officer AcademyThe Fort Bliss NCOA providesexceptional training to qualified NCOs.The goal is to provide relevant andchallenging course material that willbetter prepare junior NCOs at thenext level. The Noncommissioned OfficerProfessional Development System (NCOPDS)is the keystone for NCO development. The FortBliss NCOA is developing the next generation ofcompetent and committed leaders.The Basic Leader Course (BLC) is thefirst step of Professional Military Education (PME). It is thefoundation for further education and leader development. BLCis a 22 day course consisting of 169 hours focusing on sixNCO Common Core Competencies. These competencies are;readiness, leadership, training management, communications,operations, and program management. It is non-MOSspecific, taught in a non-live-in environment using classroominstruction. Instruction is conducted through the use of theArmy Experiential Learning Model (ELM) methodology. Lessonsare facilitated in a small group setting with a collaborativeapproach, which allowsSoldiers to discoverinformation and thenapply it to new andambiguous situations.Lessons include criticaland creative thinkingactivities and exercises,which aid in learning.The BLC preparesSoldiers to lead teamsize units by providing anopportunity to acquirethe leadership skills and knowledge needed to be successfulNCOs.10
Capabilities HandbookChief of StaffChaplainThe Chaplain is the Academy’s ethics advisor who servesas the Sergeants Major Course ethics instructor and staf
NCO Leadership Center of Ecellence 6 Develop Directorate of Curriculum Development 18 Directorate of Curriculum Development 19 Basic Team 19 Intermediate Team 20 Advanced Team 21 Distance Learning Team 21 Distributed Learning Support 22 Editors Office 22 Office of the Historian InTegraTe Policy and Governance (Asst. Dean for Academics)
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
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̶The leading indicator of employee engagement is based on the quality of the relationship between employee and supervisor Empower your managers! ̶Help them understand the impact on the organization ̶Share important changes, plan options, tasks, and deadlines ̶Provide key messages and talking points ̶Prepare them to answer employee questions
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Understand NCO Leadership . 24. Understand and Use the NCO Support Channel . 25. Recognize the Importance of NCOs . 25. Understand the NCO’s Role in Executing the Mission . 27. Support NCOs in the Execution of Their Duties . 28. Understand the NCO’s Role in Training . 29. Support NCOs in Conducting Training . 30. Understand the NCO’s .
The Officer/NCO Team While the NCO is often referred to as the "backbone" of the Army, the officer/NCO team has been described as its "cornerstone." A strong officer/NCO bond can have the single most important impact on unit effectiveness and efficiency. Conversely, if the bond is broken, it can have a devastating impact on morale, esprit
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