Developing Officers AFO(T) 21-2006
Background
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In October 2006, CAF initiated a review of RNZAF Officer Training - from Officer Cadets to Flight Lieutenants. The Training Group Project Officer (Mr Brian ‘Bunny’ Warren) sought wide participation through surveys, electronic data collection and direct input, including consultation and collaboration with other Services, civilian agencies and overseas militaries. Training Group analysed this data and has developed a brand new training continuum for junior officers. The AFLB has agreed to implement this as a trial through 2008, which follows the highly successful rollout of a revamped NCO training continuum in 2006/7. Today, the NZDF, overseas militaries and many civilian industries are focussing on the importance of quality leadership development, hence this trial has potential to generate much interest.
So what has been done?
The review focussed on two main areas; the Initial Officer Training Course (IOTC), and the Professional Military Development (PMD) of officers through to Squadron Leader. This latter phase is now being called ‘intermediate’ PMD. It was widely acknowledged that the timing of previous junior officer courses never suited everybody. The onus will now be on individuals and their commanders to take the new modules at the optimum time for them. Preparation for promotion will no longer be linked to the old FLTCDR course, but will instead comprise a continuum of developmental opportunities designed to bridge the training and education gap between IOTC and Junior Staff Training (JST). Furthermore, 2008 will be the last Junior Staff Course run on behalf of the RNZAF. In order to cater for the significant increase in joint and combined operations, the New Zealand Defence College (NZDC) has been tasked with designing and developing a new joint course (Tier 2) expected to come into effect from 2009.
What has changed on IOTC?
The review recognised that the current IOTC was of a high standard, but recommended greater emphasis on ‘who we are’, as warfighters, and our RNZAF Mission. Our Strategic Plan foundations challenge us to pursue continuous improvement, so drivers for reviewed IOTC were ‘Focus’, and ‘Enhancement’. There will be a greater focus on Airpower and our place within it as RNZAF leaders and followers. The course will embrace RNZAF-specific ‘culture’, how that fits within the wider NZDF mission, and how our ‘personal’ values need to align with RNZAF values in our role as professional military Airmen. The course will also place greater emphasis on taking responsibility for our development and that of subordinates. This includes the ‘softer’ interpersonal skills of coaching, mentoring and counselling to allow greater engagement with ‘our people’. As always, there was demand to place more into the course. However, through careful optimisation, the overall length has been shortened slightly compared to previous IOTCs.
What’s in this for CFRs?
The old IOTC has been something of a disincentive to NCOs seeking commission, and who would like to see a shorter course, which gives greater Recognition of Prior Learning (RPL), whilst lessening the impact of releasing them from the workplace. Some may also have been put off by ‘war’ stories of the military induction aspects of previous courses. However, the good news is that this IOTC will be different; all the exercises and tasks are being revamped. Most importantly, the DS are determined to create a positive environment for all trainee officers by ensuring relevance to RNZAF operations. Bed-packs disappeared completely from CRTS a couple of years ago and a range of practices are under similar scrutiny. OCCRTS, SQNLDR Phil Bedford, sums this up by describing all trainees at CRTS as Squadron members who will be treated as adults. The intent of IOTC is to provide a foundation of analytical thinking, command and management skills for officers embarking on 15- plus year careers; as he says, ‘CRTS is here to train officers and not officer cadets’. Module 2 for CFRs has been fixed at 12 weeks for the initial trial, which is slightly shorter than previously. Further analysis will be undertaken to look at whether this might be shortened further, without compromising the integrity of the revamped curriculum. In the meantime, CFRs should approach the new IOTC with an open mind and a willingness to fully participate, whilst maximising their opportunities for success.
Intermediate Officer Training
The new Intermediate Officer PMD (i.e. between Officer Cadet and Squadron Leader) will comprise four key modules which replace the existing ad hoc courses. These are: Service Writing, Military Discipline, Management, and Leadership. Some aspects of current training will carry forward, but be better located, whilst other aspects will be entirely new. The modules will be delivered in a blend of electronic, distance learning, experiential and classroom environments. The modules enable professional development to be matched against an individual’s career milestones (e.g. specific leadership skills training can be undertaken just prior to assuming aircraft Captain responsibilities). This is a change from the previous ‘one-size-fits-all’ approach. Additional post-graduate modules may be developed over time to augment this intermediate curriculum. Personnel who lead civilian staff, or who have responsibility for cost centre management, for example, may receive tailored training packages when they are needed most.
The Big Picture
The development of an RNZAF Officer, (or W/O, NCO) is now greater than individual branch or trade elements, and the traditional ‘generic’ model. All members of the RNZAF are expected to be specialists in warfighting in the third dimension (air and space). Our future personnel may find themselves employed in Air Operations Centres, or other single-service, joint or combined environments. These situations are likely to require use of ‘cutting edge’ technology in fields such as Command, Control, Communications, Computers, Intelligence, Surveillance and Reconnaissance (C4ISR) leveraged off Network Enabled Capability (NEC). The intention is to develop additional Tactical Agency Training to provide personnel with the knowledge and skills required to operate in this environment. Once again, it is stressed that individuals need to take ownership of their personal PMD in partnership with Command, to ensure they position themselves for the challenges ahead.
Transitioning to the New Model
2008 is a trial of the new arrangements. CRTS has been busy developing the new IOTC over several months and have begun implementation; further work is still needed to develop the Intermediate Modules and specific delivery packages. Collaboration will be required to de-link course completion from promotion and to ensure that nobody is adversely affected by the new arrangements. Some patience and tolerance may be required during this transition period as we work to align expectations with a new way of doing business. But rest assured, the result will be better upskilling for you, and a more professional Air Force. The end state is that tomorrow’s RNZAF Officers experience challenging and relevant professional development, tailored to meet their needs and those of a modern Air Force.