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| OCTOBER 2016 | G.I. JOBS and create committed professionals… "Soldiers for Life." What feedback are you geমng from soldiers, parঞcularly enlisted soldiers? Davenport: Well, they love it. And they love that we're investing in them. This is not just a check-the-box requirement, but we're really investing in, again, quality POIs, they're relevant, they have the right equipment to train on, simulating anything. We're adding more rigor by making them explain concepts more than multiple choice tests. They like the competition in the classroom with the grade point averages. They're all in. What WILL the Army of 2020 look like as a result of Army University? Davenport: First of all, I think it's going to be regarded as the premier leadership institution that produces committed professionals who may serve for three years or 30 years. They're agile, they're adaptive, they're creative, they're innovative. They have an intellectual overmatch – the capacity to outthink their adversaries. It better prepares them for transition, and quite honestly, I think that after all that investment and their service to our great country that they'll be committed professional soldiers for life, as we say. And that they will become an advocate for everything that we're doing inside our Army. – how to improve writing. Not just passive voice to meet Army regulations, but really how to write effectively. Those are the two short-term gains that I'm the proudest of. What are the long-term goals? Davenport: Army University has six strategic ends: Create agile, adaptive and innovative soldiers, civilians and leaders; create intellectual overmatch of our potential adversaries; create operational agility; enhance Army professional military education; broaden joint professional military education; "I think that after all that investment and their service to our great country that they'll be committed professional soldiers for life, as we say."