RAA Liaison Letter 2024 - 2025 Edition

RAA Liaison Letter – 2024 – 2025 Edition 128 My contribution to the workshop My contribution to the workshop was in two main activities: • participation in general discussion, including examination and refinement of concepts, names, and consequent supporting activities/programs; and • a specific contribution to rewriting the “organisational culture” section of the White Paper, to express more clearly the sentiment of the need for an organisational culture that support a strong professional ethic while remaining consistent to the fundamentals of military professionalism and service. Potential extension to the ADF situation This US activity stimulates questions such as the following: • Is the ADF/Australian Army facing similar issues to the US Army? • How cognizant is the local institution of these factors, in the light of possible challenges like those that will be faced by the US Army? • How well prepared, intellectually and organisationally, and how willing is the Australian military institution in terms of conducting a similar examination? The potential benefits to the ADF of being involved and even developing its own program include opportunities to: • influence the shaping of the US Army professional doctrine such that it is optimally compatible with that of the Australian Army and the other two Services • participate in learning opportunities in terms of training, career development, and research activities in the crucial areas of professionalism and leadership at all levels; and • adapt relevant US Army’s activities for our own application and benefit. Recommendations It is recommended that: • the Australian military institution keep abreast of developments in thinking about the US Army Profession of Arms campaign • the Army support the attendance of Mr Jamie Cullens and BRIG Nick Jans at the January Unified Quest activity • the Australian Army consider a similar activity; and • this report be forwarded to the Chief of Army for his consideration. Annexes: Annex A The specific questions that guided discussion of “The Profession of Arms”: • What does it mean for the Army to be a “Profession of Arms”? • What does it mean to be a professional Soldier after nine years of war? • What are the factors that support the nature and character of the Army profession and the necessary means to alter these factors to successfully implement the AOC and AFCs? • What are the objectives, challenges, key tasks and subtasks to reinforce the Army profession? • How should the Army Profession Campaign be best applied and resourced across the Army in order to reinforce the profession? • What organizational and process changes are necessary to reinforce the Army as a profession (e.g., certificates, education, etc.)? Annex B The “nine imperatives” of army leader development strategy 1. Encourage an equal commitment to life-long learning and development by the institution, by leaders, and by individual members of the profession. 2. Balance our commitment to the Training, Education, and Experience pillars of development. 3. Prepare leaders for hybrid threats and full spectrum operations through outcomes-based training and education. 4. Achieve key balance and predictability in personnel policies and professional military education in support of ARFORGEN. 5. Manage the Army’s military and civilian talent to benefit both the institution and the individual. 6. Prepare our leaders by replicating the complexity of the operational environment in the classroom and at home station. 7. Produce leaders who are mentors and who are committed to developing their subordinates. 8. Prepare select leaders for responsibility at the national level. The Army needs leaders at the strategic level who are high-level thinkers, accomplished war fighters, and comfortable in an interagency environment. 9. Strengthen army leaders understanding of their Profession of Arms and inspire commitment to the Professional Military Ethic.