1. Institute for Noncommissioned Officer
Professional Development (INCOPD)
Structured Self-Development (SSD)
Providing direction and oversight of the
Noncommissioned Officer Education System

2. Agenda Overview Numbers Forcing Functions ACT Linkage SSD Level V
Issues and Fixes
Helpdesk
Questions
Backup Slides

3. Bridging the Gaps IMT SSD 1 WLC
SSD is mandatory web-base training that continues throughout a Soldier’s career and is closely linked to and synchronized with institutional and experiential learning.
SSD will bridge the operational and institutional domains and set conditions for continuous growth. When fully implemented, SSD will improve Army readiness by integrating self-development into a lifelong learning approach.
SSD Program links self-development needs to NCO professional development efforts by ensuring that the self-development domain is well defined, meaningful, and synchronized/integrated into the leader development process.
SSD is asynchronous and exists in four levels. It is supported by a robust self-assessment and feedback process, the increased use of advance technology like the Army Career Tracker (ACT), a secure test environment, achievable requirements, and policies that set the conditions for professional growth.
SSD is a centrally managed set of specified content that must be completed within specified career points as a prerequisite for attendance at Warrior Leaders Course (WLC), Senior Leader Course (SLC), and Sergeants Major Course (SMC).

4. Concept for Self-Development
Self-Development Domain
Structured Self-Development
Defined/Required Content
Guided Self-Development
Defined but not required
Personal Self-Development
Self-initiated
Core Requirements
Mandated Tasks not in NCOES
Army/NCO History
Joint Learning Areas
Educational Development
GED
BSEP
Reading Improvement
College Prep
Other
GoArmyed
SOCAD
CLEP
DANTES/CLEP
ACES
Army Correspondence Program
Individual defines the objectives, pace and process
Growing Competence as a Warrior Leader
Increased Breadth & Depth of Knowledge
Support The Life Long Learning Strategy by bridging the operational and institutional domains and set conditions for continuous growth
Implementation Date
Prerequisite Date
SSDI
1 OCT 10
1 OCT 12
SSDIII
19 MAY 11
1 JUN 13
SSDIV
SSDV
FY 12

5. Basic NCO Career Timeline NCO Leader Development
2015 Environment
A deliberate, continuous, sequential, and progressive process
AVERAGE YEARS OF SERVICE TO PIN ON
LINKED,
SYNCHRONIZED
DOMAINS
ARFORGEN
1:2
ARFORGEN
1:2
ARFORGEN
1:2
ARFORGEN
1:2
ARFORGEN
1:2
ARFORGEN
1:2
SELF DEVELOPMENT
OPERATIONAL
INSTITUTIONAL
Balance of Education, Training, and Experiences
BASELINE
Education = PME: months (MOS Specific)
Training = unit time prior to deployment : ~16 years
Experiences = Deployment: ~10 years
Broadening/Joint: ~5 years

6. STRUCTURED SELF-DEVELOPMENT
Four Levels
ALC -CC in lieu of SSD II
Internet-based, Interactive Multimedia Instruction, ALMS
Vertically and horizontally aligned with NCOES
Bridges operational and institutional domains
5 potential promotion points for each level
Captured in EMILPO as of November 11, but not reflected on the ERB

7. Course Offering, Design, and Tracking
ATRRS managed self development course, hosted in the Army Learning Management System (ALMS)
Soldiers are automatically enrolled upon completion of AIT/OSUT, ALC, SLC, SMC
Modular structure of the course provides lessons, modules, check on learning and exams
Soldier can self-enroll into SSD courses commensurate with their rank and NCOES completion
Self paced course - current policy allows Soldiers three years to complete each level of SSD

8. SSD by the Numbers SSD Level 1 FY 11 Total Enrolled 156413
Soldier Activity
44323
SSD Level 1 FY 11
Total Enrolled
Total Graduated
Percent Graduated %
Soldier Activity
9900
Soldier Activity
6023
SSD Level 3 FY 11
Total Enrolled
Total Graduated
Percent Graduated %
SSD Level 4 FY 11
Total Enrolled
Total Graduated
Percent Graduated %
As of 17 Nov 2011

9. SSD by the Numbers SSD Level 1 FY 12 Total Enrolled 26201
Soldier Activity
9900
SSD Level 1 FY 12
Total Enrolled
Total Graduated
Percent Graduated %
Soldier Activity
2332
Soldier Activity
1725
SSD Level 3 FY 12
Total Enrolled
Total Graduated
Percent Graduated %
SSD Level 4 FY 12
Total Enrolled
Total Graduated
Percent Graduated %
As of 1 Dec 2011

10. Forcing Function for “Mop ups”
Soldiers that have already completed (or enrolled) in a resident NCOES course prior to the mandatory prerequisite date will be “grandfathered” from prior levels of SSD
Soldiers who missed an automatic enrollment date and are not grandfathered for a specific level of SSD need to either:
Self-enroll their requisite level of SSD, or
HRC needs to establish an automatic enrollment thru ATRRS to capture this group of Soldiers

11. The Army Career Tracker (ACT) and SSD

12. ACT and SSD
Soldiers will soon be able to register for their next level of SSD from the ACT “My Planner”
In the near future all levels of SSD will be accessible from the ACT “My Career Dashboard”
Required/completed levels of SSD is appropriately displayed on Soldier’s “My Career Dashboard”

13. ACT and SSD Con’t ACT gives Soldier the ability to self enroll in SSD
Leaders can monitor the progress of their subordinates down to the module level
The ACT Staff Role will allow for Senior Leaders to asses their formation’s SSD progress
Leader View
Soldier/Leader View

14. Structured Self Development
Level I
SSD I tasks are primarily focused at the team and common leader level. SSD I will be completed prior to attending WLC.
SSD Level I Introduction
Army Writing Style
Combat Operations Report
Composite Risk Management (CRM)
Detainee Operations
Fratricide
MTBI & PTSD
History of the NCO
Personnel Recovery
Self-Directed Learning Principles
Counterinsurgency (COIN) Principles
Cultural Effects on Military Operations
Customs, Courtesies, and Traditions of the Service
How War and Multiple Deployments Impact Subordinates
Leadership
Military Problem Solving Process
Personal Habits to Increase Health and Fitness
Troop Leading Procedures
Supply Activities in a Unit
Primary Roles and Functions of the Military Services
Types of Rehearsals
Preparing a Brief
Conflict Management
Principles of Effective Management
The NCO Roles in Recruiting and Retention
Lean Six Sigma Fundamentals
Army Ethic
Task Organize Squad for Mission
Communicate the History of the U.S. Army
Identify Financial Readiness Actions
After Action Review
Conduct Squad Drill
Host Nation, Federal, State, and Local
Environmental Laws and Regulations
Time Management
The NCO Role in the Casualty Assistance Program 14

15. Advanced Leaders Course-Common Core
ALC-CC
ALC-CC tasks are primarily focused at the squad and platoon level.
ALC-CC should be completed prior to attending ALC Technical Phase.
Enforce the Army’s Sexual Assault Prevention and Response Program
Identify the Warning Signs of a Potential Suicide
The Army’s Equal Opportunity/Sexual Harassment Policies
Identify what makes an Army Leader-Ethics
Assist Family Members of the Unit during Emergencies
the Army Writing Style
Enforce Environmental Laws and Regulations
Prepare a Noncommissioned Officer Evaluation Report
Develop a fitness Program for a Squad / Section
Plan Training for a Squad
Cross Cultural Competencies
Identify Preventive Medicine Measures
Implement Measures to Reduce Combat Stress in a Squad / Section
Perform Personnel Recovery
OPSEC
Information Awareness
Every Soldier is a Sensor
Conduct Causality / KIA Operations (First Aid)
Supervise Handling of Enemy Personnel and Equipment
Prepare and Maintain Unit Situation Report (SITREP) / Analysis Terrain
Conduct Small Unit Combat Operations According to the Law of War
Issue Operations Plans, Combat Orders and Annexes
Perform Riot Control Functions
Conduct an Area and Route Reconnaissance
IEDs – Defeat (supervise Minefield Breaching Operations)
Conduct a Hasty Attack
Lead a Squad Urban Patrol
Supervise Security Check Point Control 15

16. Structured Self Development
Level III
SSD III tasks are primarily focused at the platoon and company level.
SSD III will be completed after ALC and prior to SLC.
SSD Level III Introduction
Ethical Leadership Decision Making Process at Small Unit Level
Measures to Reduce Combat Stress
The Army Substance Abuse Program (ASAP)
Unit Physical Security Plan
The Army Family Team Building (AFTB) Program
Positive Command Climate
Training for Full Spectrum Operations
Employ Information Operations (IO)
Civil Affair (CA) and Civil Military Operation (CMO)
Supervise a Noncommissioned Officer Development Program (NCOPD)
Unit Deployment Readiness Activities
Standard Operating Procedures (SOPs)
Leadership Skills
Casualty Assistance Officer (CAO) Duties
Develop a Mentorship Program
Army Systems of Record
Plan a Research Paper
Develop an Essay
Develop a Mission Essential Task List (METL)
Conduct and Prepare Troops for
Media Engagements
Joint Forces Capabilities
Army Forces Generation (ARFORGEN)
The Preventive Medicine Program
Supervise the Setup of Ceremonies
Develop Organizational

17. Structured Self Development
Level IV
SSD IV tasks are primarily focused at the battalion level. SSD IV will be completed after SLC and prior to SMC. USASMA highly recommends that SSD IV be completed prior to assuming duties as a First Sergeant.
SSD Level IV Introduction
Capabilities of the Media/Public Affairs and the Significance of Portraying and Maintaining a Positive Image
Evaluate the Execution of Ceremonies
Joint Force (Government and Non Governmental Agencies on the Battlefield Capabilities)
Evaluate and Manage a Preventive Medicine Program
Develop a Mission Essential Task List (METL) for a Battalion or Higher Level Headquarters
Describe the Relationship between Interagency Operation and Host Nation Support
Army Systems of Record
Create Mentorship Strategies
Identify and Create Standard Operating Procedures (SOPs)
Define the Operational Continuum
METL Development, Training Strategies and ARFORGEN
Introduction to Negotiations and Mediations
Synthesize Critical Reasoning Skills to Solve a Problem

18. Structured Self Development
Level V
SSD V tasks prepare Soldiers for Nominative and Joint Staff assignments.
SSD V will be completed after SMC for Nominative and Joint Staff assignments.
Currently SSD V is in Playability testing in ALMS
The projected Implementation date for SSD V is 2 QTR FY12
SSD Level V Introduction
The Civilian Hiring Process
Special Senior Enlisted Positions
DA Civilians Professional Development Program
The Human Dimension of Leadership
Joint Leadership Issues
Analyze the Strategic Level Leadership
Conflict Management Resolution
Describe Protocol and Etiquette at the Strategic Level
Manage Information In Operation Centers
Apply Senior Leader Media Skills
Describe the Effectiveness of Host Nation Support to the Allied or Joint Commander
Analyze JSOTF/CJSOTF from Different Areas of Operations
The Operational Environment
The Joint Targeting Process
Information Operations (IO) Campaigns
Nation Building through Stability Operations
Describe the Stewardship of RM Program to the Commander
Formulate MTOE/TDA
Funding Joint Operations
Negotiate Support Agreements with Foreign Governments
Recommend Input on Civil Affair/Civil Military Operations

19. Issues and Fixes
The most common issue users are having with SSD/ALMS is getting a “1009 error” and a “Blank Screen”
As of today we do not have a 100% fix for these; Soldiers can contact the helpdesk and are walked through the steps to resolve their issue
Soldier taking SSD at night or in the morning (CONUS) have less issues than taking it during peak hours ( )

20. SSD Helpdesk
Has a team of five fully dedicated personnel to assist Soldiers
Resolves issues Soldiers encounter when attempting to launch/complete the SSD course material
Soldiers receive assistance on how to resolve their issues; if this does not work the team will manually move the Soldier forward in their lesson, giving credit for all previous completions

21. Helpdesk Information
ATHD and ALMS are a Tier I helpdesk that receives the initial ticket from a Soldier and forwards it to the NCOES Domain Support (SSD Helpdesk)
ATHD Phone Contact: (800) , option 3
ALMS Phone Contact: (877)
On-line Contact: Both ATHD and ALMS can be contacted from the following website

22. College of the American Soldier (CAS) Background
In Nov 07, the CG TRADOC hosted a kick-off meeting with representatives from 10 Universities/Colleges and representatives from the Service Members Opportunity Colleges (SOC). This meeting established the foundations for continuing to grow the training and educational partnership. The Army implemented a Career NCO Degrees Program available to all NCOs at any point in their career, with maximum credit for Army leadership schools based on completion of NCOES up to the Sergeant Majors Course (SMC). To date, 28 universities/colleges offer business and management related degrees under CAS.
Developing Educated Soldiers

23. Current Education Initiatives
Career NCO Degrees Program (Provide Soldiers a degree not tied to enrollment in a Military Occupational Skill specialty degree)
Enlisted Education Program (Similar to NCO Degree Program, for first term enlistees)
Foreign Area Leader Program
College Orientation Course

24. Career NCO Degrees Program
Purpose: Expand existing civilian higher education degree choices to provide Career NCOs with a broad preparation degree option not tied to enrollment in a MOS specialty degree that:
Enhances NCOs leadership and warfighting capabilities – grows
the Multi-skilled characteristics
Is accepted and supported by ACE and ACES
Provides flexibility in degree completion time
Maximizes credit transfer between colleges
Maximizes college credit for military training and education
Minimizes academic residency requirements
Includes distance learning courses

25. Enlisted Education Program
Vision:
Create a voluntary program that will allow Combat Arms Soldiers to achieve an associates degree during their first enlistment
Ensure maximum award of college credits for completion of military schools
Establish a program that assist recruiters in marketing education under CAS
Program will establish a base point for Soldiers, but still allow them to transition in another program
Thirty one colleges and universities combined will offer 56
degrees in either AA, AS, or AGS.
The program is now available for Soldiers on the GoArmyEd
website.

26. Foreign Area NCO Program
Establish a FANCO Program among the NCO Corps to supplement the Foreign
Area Officer (FAO) Program:
Proposed candidates for the FANCO Program will
range from SFC to MSG
Potential candidates will be afforded the
opportunity to attend advanced schooling,
language training, and immersion training
The length of civilian schooling and training will
vary, but will not exceed 36 months
FANCOs could fulfill assignments such as
augmentees, foreign operation planning officers,
attaches, and political- military billets
Conduct a pilot program in US AFRICOM with 5
inductees

27. College Orientation Course
Students will complete a non-credit COC prior to enrolling in a specific degree program. This course will:
Enhance students understanding of higher education and transitioning
from high school to college
Emphasize faculty expectations for the classroom, various learning
styles, and common university policies pertaining to students
Assist students in enhancing skills such as critical thinking, writing, test-
taking, career exploration, and time management
Build collaborative learning skills and form strong peer network

28. QUESTIONS?

29. SELF REGISTRATION From the AKO Website -*- After LOGON -
From the ATRRS Homepage -
Go to the Channels Directory – ARMY and Click on Self Development
In the Course Number Block copy or type the SSD course number and click search.
Click the REGISTER button on the course schedule
Click the I AGREE button
Choose either CAC or AKO LOGIN
Fill In and Validate the Training Application and SUBMIT
Your application will be processed soon and you will be notified of the result by . Please wait for the before submitting another application for this course. Please allow 24 hours before contacting the ATRRS Help desk.
Click on Self Service and Go to My Training
On the ATRRS Student Center Click on Take Self Development Courses
In the Course Number Block type the SSD course number and click search.
From the AKO Website -*- After LOGON -

30. Institute for Noncommissioned Officer
Professional Development (INCOPD)
Structured Self-Development (SSD)
Providing direction and oversight of the
Noncommissioned Officer Education System

31. Purpose Provide information on the Structured Self
Development Program.
Define SSD
Describe how SSD links self-development needs to NCO professional development
Show how Structured ,continuous learning impacts the Army
Explain the how, when and where SSD is implemented into a Soldier’s Career

32. SSD Background
SSD is a result of the Review of Education Training and Assignments for Leaders (RETAL) study approved by the Secretary of the Army
The final report concluded that self development lacked structure, had no clear focus and must be a robust component of the Professional Development Model
Report recommendations included the development of a Structured component for the self development domain
SSD was carried forward as a recommendation and became an approved Army Leader Development Program (ALDP) initiative supporting the NCO Life Long Learning Strategy
INCOPD and USASMA developed content and started implementation of SSD Level 1 (SSD I) on in Oct 10 with full implementation planned for Jan 12

33. 2015 Learning Environment Not a One Size Fits All Solution
Achieving Deep Understanding through lifelong engagement
Social Networks
Learning Communities
Knowledge Building Tools
Information and Communication Tools
Authoritative Sources
1st Line Leader
feedback
direction
Peers
Instructors
facilitate
guide
broaden
Mentors
Coaches and Intelligent Tutors
share
shape
learning
collaboration
sharing
With the NCO 4x6 serving as the foundation for what we need to learn, we now turn our focus to what the learning environment may look like by 2015 and how learning might occur in the future. The ALC 2015 provides guidance about making more of our learning experiences centered on solving problems that Soldiers are likely to encounter while also making some changes to the learning system so that each individual may reach their potential. General Dempsey emphasizes that all training and education needs be relevant and rigorous. We must challenge our Soldiers in meaningful ways so that they continue to grow throughout their careers.
If you read the learning concept, it describes things like leveraging technology such as mobile phones to improve access to learning materials, blending face-to-face and online learning, and using more immersive scenario-based learning. The main point of all of those things is to create learning experiences where Soldiers are actively engaged in learning things that are important rather than simply having them sit through another class where an instructor reads bullets on a slide.
As we consider how many of those concepts may play out in NCO development, there are a few key ideas that I want to present to you. The first is the notion that we need to make individuals more responsible for guiding their owning learning paths. In order to do that, we need to have valid and reliable ways to rapidly assess a Soldier’s skills and knowledge. Those assessments will provide Soldiers feedback about their performance and then direct them to the resources that they may use to continue to develop areas that need improvement. The same approach will help us tailor learning during online and resident instruction to try to ensure that each Soldier is challenged to improve. The assessment data should also help unit leaders guide individual development during unit training. We realize that we have a long way to go to reach a point where we can do those things, but we think it is critical if we are going make each learning experience relevant and rigorous for more of the force.
As we use more technology for learning, we want to be careful that we do not lose peer-to-peer and informal learning that has always been the strength of the Corps. We do realize that collaboration and social learning will increasing be mediated by some form of technology and we need to get better at planning how we can leverage that technology for knowledge management, performance support, and social interactions that cause learning. We also think there will be increased value in allowing our Soldiers to contribute more of the materials that we use in the institution, unit and self-development for learning. Technologies like Milsuite that includes wikis, blogs, videos will allow Soldiers to not only collaborate for learning, but to also develop materials that others Soldiers can use in the future. Many of our younger soldiers are adept at developing multimedia products that can easily be leveraged by the learning system.
While we leverage Soldier-created materials to keep our learning content relevant, we cannot lose the key role that expert NCOs have on developing Soldiers. In the institution, we need to do a better job of selecting, developing and managing our best NCOs to serve as instructors and learning facilitators. As we transition from lessons where the instructor merely delivers information, to learning activities that require facilitators with expert knowledge, we need to ensure that we get our best NCOs involved in building the future force. Similarly, in units, we need our NCOs to reemphasize their role as coaches and mentors that help guide and shape the development of junior leaders. We also believe that in the future, we will be able to do a better job of capturing expert knowledge, particularly in technical areas, and then build that knowledge into intelligent tutoring systems that will aid Soldiers as the learn.
Army Career Tracker and Assessments
Experience
Training & Education
Individualized Interests

34. Challenges Compensation for distributed Learning
Refining minor technology issues
Getting the word out to the Army

35. QUESTIONS ?
Critical Thinker
Warrior Leader
Leader Developer
Culturally Astute
Resource Manager
Bridging the Development Gaps to realize a Life Long Learning Mindset.
SSD 1
WLC
IMT