State of the Region

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State of the Region

• COL Waggoner
• CSM Green

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THERES STRONG, AND THEN THERES ARMY STRONG!
1-800-USA-ROTC armyrotc.com
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Eastern Regionas of Jun 09
1st BDE
Alabama Marion Military Institute Georgia
North Georgia College State Univ - Georgia
Military College Missouri Wentworth Military
Academy New Mexico New Mexico Military
Institute Pennsylvania Valley Forge Military
Academy and College South Carolina The
Citadel Texas Texas AM Vermont Norwich
University Virginia Virginia Military
Institute - Virginia Polytechnic Institute and
State Univ
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Transformed USACC
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Manning
OCT 07 OCT 08 PMS 100 101.3 APMS/STF
(AC) 71.2 (61) 79.9 (58) NCO 89.9
(NA) 89.7 (83) COMTEK 96.9 96.6 CIV
(NSPS) 97.5 98.5 TOTAL 90.1 (88)
93.2 (87.2)
(RR, IRR, HAAP, CSRB)
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Selection Rates
ER WR CON/ SEL/
CON/ SEL/ FY 04 44 3 6.8
55 3 5.5 FY 05 43 5
11.6 56 3 5.3 FY 06 32 1
3 43 3 7 FY 07 38 7
15.8 21 1 4.8 FY 08 25 7
28 23 3 13 CSL Selection FY
07 4 primary, 7 alternate FY 08 5 primary, 8
alternate FY 09 6 primary, 7 alternate
USAR COL Selected (1of1) 35.3 DA Select
(Primary and AZ)
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Eastern Region Award Recipients

• PMS of the Year LTC Albert, WVA
• Officer Instructor of the Year CPT Cruce, UCF
• SAI of the Year (JROTC) MAJ (R) Branch, Jim Hill
  HS
• Enlisted Instructor of the Year (JROTC) MSG (R)
  Beasley, Abraham Lincoln HS
• GS 9-11 Employee of the Year Ms. Popham, ER HQs

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Awards

• LOM
• FY 08 FY 07 FY 06
• 42/14 66/20 49/19
• 33 30 38
• MSM
• FY 08 FY 07 FY 06
• 160/180 179/224 133/153

Submitted/Approved
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ROTC Templates and Cadet Enrollment
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Eastern RegionLine and Nurse Mission
Data as of 17 Nov 08
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Eastern RegionLine Mission
Data as of 17 Nov 08
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Eastern RegionNurse Mission
Data as of 17 Nov 08
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ER 08 Production and Future Mission
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THERES STRONG, AND THEN THERES ARMY STRONG!
1-800-USA-ROTC armyrotc.com
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ER Campus Provided Room Board
ER Campus Provide Room and Board Univ of
Louisville secured room and board for contracted
cadets Liberty Univ briefed school officials
awaiting decision Additional Marketing tool
for recruiting Cadets ER Webpage that tracks
Campus Provided support to assist local BNs
compare what area schools provide and secure more
campus support Builds a vested interest from
School in their ROTC programs http//www.usaac.ar
my.mil/acce/div_recruiting_ops_support.htm
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THERES STRONG, AND THEN THERES ARMY STRONG!
1-800-USA-ROTC armyrotc.com
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Screenshot
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Room and Board Spreadsheet
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FT Knox Air Assault

• FY07 First class conducted
• 170 Cadets started and 144 Graduated
• FY08 Two classes conducted
• May 08 160 Cadets started and 117 Graduated
• Class heavily influenced due to rain and Cadets
  relying on strength not technique to climb a wet
  rope.
• Aug 08 160 Cadets started and 141 Graduated
• FY09 Two classes will be conducted
• 160 Cadets will start in May and Aug 09 classes.

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THERES STRONG, AND THEN THERES ARMY STRONG!
1-800-USA-ROTC armyrotc.com
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2007 Conference Breakout Results

• STX
• Standards imposed at LTC
• LDAC reviewing Standards
• OML
• 14 Colonel selects from ER in last 2 years
• 28 selection this year, DA selection 35
• REAP
• ROO Zone, share data with USAREC and across USACC
• REAP online and automated, effective for 2010
  REAP
• SOCC Review
• Sent to CC G3
• Written response on changes implemented from CC
• Contractor ROE
• New Statement of Work

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FY08 ER Funded UFRs2.7M
Funded UFRs for BDES 3.4 M
FLRC - RAVENNA, OH FLRC BGAD, KY FLRC
KEYSTONE TNG AREA FITNESS FACTORY COVERS FOR
ROPE CORRAL BLEACHERS FOR LTC AREA BLEACHER
COVER FOR LTC TNG AREA FENCE AT RAPPEL
TOWER/OBSTACLE COURSE PAVING/SIDE WALKS AT LTC
WAREHOUSE STORAGE BLDG AT OBSTACLE COURSE POLE
BARN EQUIPMENT SHED W/FENCE BALCONY ENCLOSURES
BLDG 1468 ADDITION TO LTC CLASSROOM REDO BASEMENT
FLOORS BLDG 1468 FIBER OPTIC WIRING FOR LTC
CLASSROOM LASER MARKSMANSHIP TRAINING SYSTEMS (9)
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THERES STRONG, AND THEN THERES ARMY STRONG!
1-800-USA-ROTC armyrotc.com
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COMTek Hiring Validation Process
Expeditious validation and hiring without delay
rejection only against academic institution
requirements

• Targeting personnel with experience related to
  position
• Prior ROTC experience is rare
• Work with PMS to identify specific needs
• Academic requirements
• Continuous COMTek manager interaction with PMS
  and chain of command
• COMTek presents a qualified nominee for PMS
  validation against Univ. requirements
• PMS interviews nominee and validates nomination
• Nominee may only be rejected against University
  requirements
• Rejected nominees are reviewed by O6 Cdr
• University approval is gained by PMS as required
• Validation review by O6 Cdr
• COMTek hires and sets start date, PMS Bde XO
  notified of start date

NLT Report 90 days Employee APFT Ht/Wt
Certified
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THERES STRONG, AND THEN THERES ARMY STRONG!
1-800-USA-ROTC armyrotc.com
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2008 Pay Pool Results

• Pay panel met 17-21 Nov 08
• Sub pools reviewed 374 appraisals
• Pay pool manager personally reviewed all ratings
  of 1/2/4/5, and any rating in which a change was
  recommended by the sub pay pool
• Total pay pool funding for payout is 696,519.00
  (all elements)

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Prior to Pay Panel Review
Total 374
Total 324
48
48
36
32
17
12
3
3
0
1
22
After Pay Panel Review
68
68
27
27
0
3
1
1
3
2
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Guidance to Rating Officials

• Your rating is just a recommendation to the
  pay pool manager (PPM), and is subject to change
  and should not be discussed with the employee
  prior to official notification (usually in
  January). Discussing a rating with an employee
  prior to the final rating is a violation of law
  and subject to UCMJ action.
• A well written and justified PAA will likely
  end up with a higher rating than a grossly
  inflated report that causes the pay pool to
  question the credibility of the RO. If you try
  to game the system, by initially sending a
  grossly inflated PAA, thinking it will be
  downgraded to what you really wantedyou
  disadvantage your employee.
• Achieving a commendable on a Command Inspection
  is typically justifiable as a 4 rating.
  Understand that there are only 3 rating areas on
  a CICommendable Satisfactory Unsatisfactory
  (not superior or excellent). In the same regard
  an unsatisfactory would be viewed as a 2 or 1
  rating. This is usually viewed as relevant to
  one objective.
• Relief from certain duties or from position is
  viewed as a 2 or 1 rating.
• Support/participation in LDAC and LTC is a 3
  rating. Additional documentation of exceptional
  performance is consideration for a 4 rating.

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Guidance to Rating Officials

• A valued employee accomplishes all of their
  objectives to standard is a 3 rating. Not
  everyone in your office is a 4 or 5. You must be
  professionally objective when rating your
  employees.
• A rating of 4 or 5 requires quantifiable/tangib
  le evidence surpassing stated performance
  objectives. Must be clearly written in the
  assessment.
• Use quantifiable measures when writing your
  objectives. Documenting procedures that
  measurably improve productivity, efficiency, or
  that significantly reduces time required on task
  are grounds for higher rating consideration.
• Volume/quantity does not necessarily justify a
  higher rating. A drastic increase in workload
  during the rating period, given excellent
  performance, might justify a higher rating (i.e.
  shortage of personnel increases workload by 50,
  transformation/growth increased workload by
  25...etc).
• In your assessments, you need to list
  objective in the same order throughout the PAA,
  and label themi.e. OBJ 1 Cadet Actions

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Guidance to Rating Officials

• Personnel vacancies which cause employees to
  perform duties outside their established
  objectives may warrant a higher rating assuming
  measurable assessment is provided.
• Functionally increasing the performance of the
  organization should be the goal when justifying
  higher ratings
• Be succinct in writing assessments. This is
  not a 1000 word essay contest.
• ROs must include contact info for unit, RO and
  HLR (24/7work, home, cell) in the mission
  statement portion of the PAA and be available
  during the dates the pay pool is in session and
  have a copy of the rating available for
  discussion. ER pay pool holds to the standard of
  calling the RO if we change a rating. That is
  NOT required by law. We do this to give the RO
  the opportunity to provide additional
  justification for ratings in question.
• If the brigade Cdr publishes a document
  recognizing the top 30 of employees in each
  career field e.g. HRA/LOG Tech. HLRs should use
  the component unique information area to cite
  employees who were in that top 30. The top 30
  in a brigade may justify a 4.
• Interim assessments should be used to document
  employee accomplishments to date and as a
  counseling tool.

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Using Contributing Factors

• Identify no more than 2 contributing factors
  per objective
• Can only award a 1/-1 for one of the two CFs
  in the assessment (per objective).
• List the CF on a separate line after the
  objective assessment. Identify as such CF (
  1) Resource Management.followed by measurable
  justification. If you do not identify CF in this
  manner the pay pool will remove it from the
  rating.
• CFs are the exception.not the norm. To be
  awarded a plus one or minus one there must be a
  measurable affect on the objective in the area of
  that contributing factor. Peppering the write up
  with CFs is counter productive.
• Be careful to identify the CFs that cause the
  performance you are looking for in that
  objective. You cannot use a CF that is not
  listed with that objective.

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Guidance to Pay Pool

• Read copy of the business rules before
  reviewing PAAs
• Explain pay pool admin forms and their use.
• We will hold ourselves to a standard of
  calling any RO if we are changing the recommended
  rating
• When calling an RO, you are offering them an
  opportunity to provide additional info (not
  listed in PAA) to justify a rating in question.
  This is not a negotiation. The RO will have 3
  hours to fax/email additional info. RO cannot
  add a CF if it was not annotated originally.
• The pay pool has a fixed amount of money and
  each rating awards a number of shares (as laid
  out in business rules). The more shares
  allocated, the less each share is worth. The Pay
  Pool has a responsibility to our employees to
  maximize worth of each share and ensure
  consistency across the ER in the awarding of 3s,
  4s, and 5s. (1s and 2s do not receive
  shares).
• If the brigade Cdr publishes a document
  recognizing the top 30 of employees in each
  career field e.g. HRA/LOG Tech. HLRs should use
  the component unique information area to cite
  employees who were in that top 30. The top 30
  in a brigade may justify a 4.

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Guidance to Pay Pool

• A 3 is a valued employee and should comprise
  approximately 60 of the overall ratings. The
  definition of a 3 is someone who effectively
  completes job objectives, anticipates and
  overcomes obvious obstacles, ensures completed
  work is timely, and adheres to published
  standards. A valued employee in achieving job
  objectives adheres to work schedules, organizes
  or prioritizes their own tasks in an effective
  and efficient manner and adjusts their own work
  priorities to achieve desired results. A valued
  employee demonstrates high standards of personal
  and professional conduct and performance.
• Support/participation in LDAC and LTC is a 3
  rating.
• Volume/quantity does not necessarily justify a
  higher rating. A drastic increase in workload
  during the rating period, given excellent
  performance, might justify a higher rating (i.e.
  shortage of personnel increases workload by 50,
  transformation/growth increased workload by
  25...etc).

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Guidance to Pay Pool

• A 4 achieves outcome and results that are
  superior is quantity, quality, and timeliness and
  impact to what would ordinarily be expected at
  this level. A 4 persists in overcoming obstacles
  and shows extra effort and initiative in
  accomplishing difficult tasks. A 4 contributes
  to overall organizational performance well beyond
  what is expected. A 4 exhibits the highest
  standards of professionalism and personal
  conduct. Typically 4s would comprise
  approximately 25 of the overall ratings.
• Achieving a commendable on a Command
  Inspection is typically justifiable as a 4
  rating. Understand that there are only 3 rating
  areas on a CICommendable Satisfactory
  Unsatisfactory (not superior or excellent). In
  the same regard an unsatisfactory would be viewed
  as a 2 or 1 rating. This is usually viewed as
  relevant to one objective.
• Support/participation in LDAC and LTC is a 3
  rating. Additional documentation of exceptional
  performance is consideration for a 4 rating.
• Volume/quantity does not necessarily justify a
  higher rating. A drastic increase in workload
  during the rating period, given excellent
  performance, might justify a higher rating (i.e.
  shortage of personnel increases workload by 50,
  transformation/growth increased workload by
  25...etc).

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Guidance to Pay Pool

• A 5 meets the standards previously listed
  above for a 4 and consistently displays
  initiative to overcome significant obstacles on
  their own, with no guidance or supervision, and
  always produces superior results that directly
  impact the organizational performance and
  mission. An employee who is documented to be THE
  BEST within a brigade (in that career field or
  duty) is probably a 4 and given other
  demonstration of excellencecould be 5.
  Typically 5s would comprise less than 5 of the
  overall ratings.
• An employee selected as the Region or CC Best
  of the Year award winner is probably a 5.
• A 2 almost always meets the valued performance
  benchmarks, but only as a result of guidance and
  assistance considerably above that expected at
  the 3 level.
• Relief from certain duties or from position is
  viewed as a 2 or 1 rating
• A 1 performs below level 2 or fails a standard
  performance factor in the performance of a single
  assignment, where such failure has a significant
  negative impact on a accomplishment of the
  mission or where a single failure could result in
  death, injury, breach of security or great
  monetary loss.