Cadet Command Campaign Plan Thrust Lines

1
Cadet Command Campaign Plan Thrust Lines
1
Shift from Attrition Model to Developmental Model
2
Provide Competent Committed Cadre
Officer Leaders Confident, Competent Leaders of
Character
3
Facilitate the Recruiting Effort
Shift the ROTC Culture
Develop a Competitive Incentive Package
4
5
Enhance Retention
Provide Responsive, Effective Command Control
6
2
Cadet Command Campaign Plan Thrust
Lines(Proposed new Thrust Lines)
1
Cadre Manning and Training
2
Recruiting and Retention Tools
Officer Leaders Confident, Competent Leaders of
Character
3
Army Officer Accessions Strategy
Shift the ROTC Culture
Leader Development
4
5
Codifying Procedures,Command and Control
3
Way Ahead Campaign PlanInitiative
StatusSummaryas of 08 July 02

• 58 Working Initiatives
• 43 Green
• 13 Amber
• 2 Red
• 11 Completed Initiatives
• 10 Deleted or Combined Initiatives
• 04 Quads on hold

4
Color Coding System

• Green
• Milestones established
• Work underway IAW established milestones
• Amber
• Milestones not established, or work behind
  schedule in one or more areas without
  jeopardizing overall schedule still achievable
• Red
• Work behind schedule and overall schedule
  jeopardized
• Significant issues have developed which place the
  initiative in jeopardy (funds, approval, etc.)

5
Completed Quads
6
Green
As of 14 Feb 02
Provide Responsive Command Control CC-IMD
Identify IT Template and Long-Term Plan
Objective Provide schools with an IT template
identifying minimum needs to do business and
budget the cost to sustain the template
Description of Problem Define operational
standards support fielding of CCIMS, Distance
Learning initiatives, JCIMS, and other command
and control systems at the Battalion or JROTC
level.
Near Term Actions
G A R

• Identify minimum workstation configuration and
  qty (15 Oct 01 30 Dec 01)
• Identify min. communication speed necessary to
  support CC initiatives (10 Mar)
• Identify budget to support through FY03 (1 Dec
  01-28 Feb 02)

Concept to Complete Action Identify minimum
communication speed and IT configuration for each
class of Battalion/school, the delta between the
minimum and what is on hand maximize host
school assist and fund remainder of
delta Issues Actions to take for those schools
that cant meet the minimum.
Mid - Term Actions

• Test minimum standard speed between CC and
  schools to ensure the standard is correct
• Isolate problems and resolve
• Long-Term Actions
• Build the POM budget to support the
  template/connectivity needed and the flexibility
  leverage new technology

7
Provide Responsive Command Control CC-IMD
Green
As of 14 Feb 02
Develop Process to Enhance/Improve CCIMS After
Fielding
Near Term Actions
Objective To develop a logical process to
receive comments from the field and prioritize
enhancements/Improvements to CCIMS after
fielding Description of Problem No existing
plan or process to handle issues/suggestions from
the customers that result in changes to CCIMS
after fielding.
G A R

• Establish information needed from customers to
  clearly outline issue/improvement (12 March 30
  March)
• Configuration Control Mgmt Board meets to
  finalize approach (1-15 April 02)
• Develop web based process to collect information
  from customers (30 April)

Mid - Term Actions
Concept to Complete Action An Electronic process
in place for customers to identify
issue/suggestion, a method to review the input,
and logically prioritize work. Issues
Establishment of Configuration Control Mgmt Board
to review changes to CCIMS may occur after
initial issues/suggestions need to be handled.

• Prioritize customer input
• CCMB provides oversight on approach
• Execute Changes/Enhancements
• Identify Budget Impact

Long - Term Actions

• Apply process to other systems
• Identify process improvements
• Build POM to support

8
Enhance Retention CC-PA
Green
As of 31 Jul 02
Develop Time Standards for Processing PA Actions
G A R
Near Term Actions
Objective Increase recruiting and retention
through reduction of time required to resolve
administrative issues/problems.

• Field CCIMS (Mar 02)
• Memo staffed establishing timeliness (Mar)
• Coordinate w/ Regions (Mar/Apr)
• Implemented Jul 02

Description of Problem
Admin support for cadets includes various waiver
actions, disenrollments, accession orders,
requests to rebranch, AD to RD requests,
accession file preparation, GBR management and
exceptions to policy.
COMPLETED
Concept to Complete Action Modify HQCC
tracking system to incorporate a 45 day
suspense, field CCIMS and publish updated
guidance.
Mid - Term Actions
Issues
9
Provide Competent Committed Cadre CC-PA
Green
As of 31 Jul 02
Improve Personnel Finance Support
Objective Improve Personnel and Finance support
for campus cadre.
G A R
Near Term Actions

• Continue to work w/ installations
• Region PA Directors continue to monitor and work
  the eaches
• In-processing checklists on the website

Description of Problem
ROTC campus cadre have difficulty in obtaining
timely and accurate personnel finance support.
From inprocessing to periodic reqmts (promotion
packets, etc.) ROTC soldiers are experiencing
support not consistent with their counterparts
assigned to an Army installation. Currently TDY
trips to Forts Bragg, Knox, or Lewis (supporting
MILPO/FAO) is the only guaranteed method of
resolving cadre personnel and/or pay problems.
Concept to Complete Action Identify problems
and find procedural solutions.
Mid - Term Actions
COMPLETE
Issues
Regional focus since they operate the ROTC PACs
and interface daily with the supporting MILPOs
FAOs
10
Provide Competent Committed Cadre CC-PA
Green
As of 31 Jul 02
Reward Unit Individual Performance
G A R
Near Term Actions
Objective Establish and maintain a formal
program to recognize outstanding performance by
SROTC Battalions, individuals and JROTC Cadre

• Brief Cmd Group (Mar)
• Publish circular/Implement (Apr)
• Provide recognition of award-winners via all
  media (May) (newsletter, conferences, etc.)
• Reg change and implemented at BOD (May)/Monterey
  Awards Dinner

Description of Problem
In corporate America, incentives are provided to
recognize and reward performance as well as to
assist in goal-setting and motivation. Cadet
Command requires a program to reward performance,
reinforce success, and publicly recognize those
who have exceeded mission.
Concept to Complete Action
COMPLETED
Develop the outline of an awards program, get
input from subordinate units, and staff and
publish doctrine for a program that recognizes
SROTC programs and individuals at each level
(Brigade, Region, Headquarters). Present awards
at conferences and publicize results throughout
the command.
Mid - Term Actions
Issues

• None

11
Provide Competent Committed Cadre CC-RM/DOT
Green
As of 5 JUN 02
Develop Implement a Supply Technician Training
Course
G A R
Near Term Actions
Objective
Train and develop a level of competence in
Army ROTC supply technicians to perform their
duties

• Develop course material
• (Oct Nov 01)
• Institute training cycles
• (Jan 02)
• Gather course evaluation data
• (Jan 02-ongoing)

Description of Problem
Supply technicians operate independently on 270
campuses across the nation. There is no standard
training program to train and certify supply
technicians for the unique aspects of supply in
ROTC units, such as the use of manual supply
accounting procedures.
COMPLETE Four resident courses completed in FY 02.
Concept to Complete Action
Implement short term plan with resident course at
HQCC to train those most in need. One course
completed to date. Continue to revise the course
as feedback and comments are gathered from
supply technicians and PMSs in the evaluation
process
Mid - Term Actions
Determine sustainment training for ROTC
logisticians
Issues
None
12
Provide Competent Committed Cadre CC-PA/DOT
Green
As of 31 Jul 02
Develop Implement an Admin Technician Training
Course
G A R
Near Term Actions
Objective
Train and certify Army ROTC administrative
technicians

• Gather course evaluation data
• (Dec 01-ongoing)
• Next course Apr
• On going Courses

Description of Problem
Administrative technicians operate independently
on 270 campuses across the nation. There is no
standard training program to train and certify
these technicians for the unique personnel and
administrative requirements of Cadet Command.
COMPLETE Five resident courses completed thus far
in FY 02.
Concept to Complete Action
Implement short term plan with resident course at
HQCC to train those most in need. Two courses
completed to date. Continue to revise the course
as feedback and comments are gathered from
supply technicians and PMSs in the evaluation
process.
Mid - Term Actions
Conduct cost benefit analysis for mid to long
term training possibilities to determine how to
teach (whether resident or Distance Learning) in
the future sustainment training.

Issues
None
13
Provide Competent Committed Cadre CC-PA
Green
As of 31 Jul 02
Establish a Rotational Assignment Cycle
G A R
Near Term Actions
Synchronize annual campus arrivals departures
with the end of the Academic Year.
Objective

• PERSCOM concurrence received 11 Jan 02
• Coordinate with PERSCOM to build requisitions for
  May/June report
• PERSCOM agreed to target May/June goal with focus
  on CSA initiative for summer cycle

Description of Problem
ROTC campus operational continuity requires the
programmed arrival and departure of campus cadre
in May/June each year to coincide with the end of
the Academic Year. Currently long periods of
underlap occurs which adversely impacts
recruiting and retention efforts. By the time the
full complement of cadre arrives, the next AY has
already commenced.
Concept to Complete Action HQDA assignment
policy change to facilitate the arrival and
departure of ROTC campus cadre in the May/June
period each year.
Issues
Mid - Term Actions

• Will require PCS movement for both
  inbound/outbound cadre before end of K-12 SY.
• Will require accelerated DEROS, curtailment of
  CSL Bn Cmd, Joint Tour waivers to facilitate
  May/June ROTC campus reporting dates.

COMPLETED
14
Green
Provide Competent Committed Cadre CC-PA
As of 31 Jul 02
Revise PMS Selection Process
Select cadre that increase effectiveness of SROTC
programs
G A R
Near Term Actions

• Revised FY03 PMS interview and supervisor
  assessment (Dec 01/Jan 02)
• Finalize procedures targeted for August 2002 PMS
  Board
• Continue to refine and improve

A SROTC programs success depends largely on the
cadre assigned, especially the PMS. The
centralized selection board does not adequately
ID the right officers for PMS duty. Alterations
to the current selection process will include an
interview and/or input from PMS applicants
immediate supervisor.
Mid - Term Actions
Concept to Complete Action Develop/implement
additional PMS selection tools and procedures
targeted at improving PMS qualifications to
successfully recruit, retain, mentor, train and
commission future leaders.

• Survey Bdes as to quality/
• improvement of PMSs

COMPLETED
Issues

• Use only experienced Bde Cdrs as interviewers.

15
Provide Competent Committed Cadre CC-PA

Green
As of 31 Jul 02
Provide PTDY Status to Gold Bar Recruiters
G A R

Near Term Actions
Objective Increase CCs recruiting effort by
adding flexibility to the GBR program.

• DCSPER policy memo received 11 Feb 02
• Announce to field 13 Feb 02
• Update CC Circ 601-02-2 (Mar 02)
• Implement ASAP

Description of Problem
CC lacks adequate manpower to execute a robust
recruiting campaign. A readily available source
of manpower lies in newly commissioned 2LTs
awaiting active duty for OBC. Currently, GBR
duty is performed in a TDY status with no travel
authorized. Authorizing PTDY increases the pool
of eligible 2LTs and adds flexibility to their
employment on campuses other than the one from
which they graduated.
Concept to Complete Action Obtain HQDA/PERSCOM
approval to a change to AR 600-8-10 that
authorizes GBR duty in a PTDY status.
Mid - Term Actions Complete
Issues

• Capture quantitative production of GBRs

16
Facilitate the Recruiting Effort CC-RO
Green
As of 31 Jul 02
Develop Recruiting TTPs
G A R
Near Term Actions
Objective Establish doctrine which describes how
to recruit the scholar, athlete, leader into
ROTC, how to target specific segments by academic
discipline mix, ethnicity, etc.

• Publish change 1 to TTPs, including concerns of
  AAM market, update on National Referral List
  system, recruiting planning (01 DEC 01)
• Maintain electronic bulletin board to share best
  practices (review/scrub monthly)
• Provide information to field recruiters via all
  media (newsletter, e-mail, Blackboard) (monthly)
• Update TTP document as additional research is
  available (review/scrub monthly)

Description of Problem
Doctrine has not existed for recruiting in Cadet
Command. Tactics, Techniques, and Procedures
(TTP) need to be developed and maintained to
direct efforts in battalions to recruit cadets
and take advantage of best practice sharing.
Concept to Complete Action
Develop the TTPs, maintain an internet board for
obtaining subordinate unit input and best
practices, develop mechanisms for incorporating
new lessons learned, update and publish the
doctrine for distribution.
gillenma move to Completed Quads?
Mid - Term Actions

• Share CC lessons learned with others via
  partnerships

Issues
Ensure field involvement by using multiple media
methods. Funding for Blackboard, newsletter,
e-mail are sunk IM costs.
17
Facilitate the Recruiting Effort CC-RO
Green
As of 27 Feb 02
Reinforce Success or Change Host Flags
G A R
Near Term Actions
Increase production by positioning resources in
most effective markets
Objective

• Identify successful units (complete)
• APR process conducted (complete)
• Conduct optimization analysis (ongoing)
• Propose Resource shift (Jan 02)
• Redistribute during APR cycle (5-7 Feb 02)

Description of Problem
Existing ROTC units, if reinforced by cadre or
incentives, will substantially improve their
annual production. Annual Program Review process
will ID those needing additional resources.
Existing partnership programs that are already
significant contributors to their ROTC unit
partner or have a substantial market opportunity,
may become the ROTC unit (host). We will seek
these opportunities and shift the host flags when
possible.
munnj Recommend deleting this Quad. Annual APR
process complete.
Concept to Complete Action
Identify successful units, develop a reallocation
plan and move resources or host flags as
appropriate to reinforce success.
Mid - Term Actions
Issues
None

• All actions Complete

18
Green
Enhance Retention CC-DOT/PA
As of 5 JUN 02
Implement Active Mentorship Program
G A R
Near Term Actions
Objective
Increase officer/cadre involvement in cadets
ROTC development.

• Identify cadre training needs (Jun Jul 01)
• Link mentoring plan to cadet development
  system (Aug 01)
• Educate cadre in PCC and ROO courses (Aug 01
  ongoing)
• Identify and contact ACS students on campus (Feb
  02)
• Emphasize continuous use of counseling cadets to
  increase leadership skills (SY02)

Description
Cadet attrition rates and lack of understanding
of why cadets leave the ROTC program suggest that
cadets do not receive the mentorship they desire.
Cadre lack knowledge, skills, and attitudes
necessary to support an active mentoring program.
Concept to Complete Action
Fundamental to mentoring are counseling skills,
knowledge of cadet developmental themes and
issues, and cadre desire. Cadet Command
reexamines the ways that cadre interact with and
develop cadets, both within and outside of the
ROTC program to include involving officers
enrolled in ACS focusing on ways to facilitate
cadet development and convey a sense of genuine
personal concern.
Mid - Term Actions

• Gather evaluation data
• Surveying cadets

Complete. Emphasized the importance of
counseling cadets in PCC written into the LD
Handbook and ROD Retention Guide
Issues
None
19
Develop Competitive Incentive Package CC-RO/RM
Green
As of 1 Jun 02
Increase Book Allowance
G A R
Near Term Actions
Objective Eliminate financial burden of books
for cadets - focusing time on academics and ROTC

• Develop POM 04-09 UFR (Complete)
• Submit FY03 UFR (Aug 02)
• Include increase in allocation plans (Aug 02)

Description of Problem Book allowance provided
annually to each scholarship cadet has remained
fixed at 450. The first increase to 510 with a
second to 600 following next year. An increase
to 900 is warranted to offset the rising costs
of books (typically costing a minimum of 85
each) and associated school supplies. Funds may
not be provided in a timely manner.
Abercrombie Recommend dropping this Quad.
Authority to go to 900 was provided, all were
waiting on is funding.
Concept to Complete Action Submit POM request to
fund increase. Review process for payment and
determine requirements to provide book money
within 1st week of school.
Mid - Term Actions
Issues DA provided authority to raise book
allowance, however, did not provide money.
Command asked for 3M to fund the increase.
20
Quads On Hold
21
Enhance Retention CC-RO/IMD
Green
As of 18 Dec 01
Develop Indices to Identify Units Needing Help,
and Take Appropriate Action
G A R
Near Term Actions
Enable commanders to recognize negative trends in
time to take corrective action
Objective

• Develop enrollment retention glide report add
  to existing indices (7 Sep 01 - complete)
• Develop indices package (21 Sep 01)
• Staff package w/ field (12 Oct 01)
• Develop final package (19 Oct 01)
• Obtain CG approval (1 Nov 01)
• Track units (5 Nov 01)
• Include in Cadre Training POI (14 Dec 01)

Description of Problem
Current retention indices provide annual measure
only. Enrollment reports provide only current
status with no indication of the utility of true
enrollment level.
Action suspended until further notice.
Concept to Complete Action
Develop enrollment retention glide report and
key indices package. Staff package with the
field and incorporate that input. Obtain CG
approval and start monitoring units. Include in
cadre training POI and provide data to commanders
for action.
Mid - Term Actions
Issues
Field resistant to additional reports.
Enrollment window short may require process
changes.

• None

22
Develop Competitive Incentive Package CC-RO
Red
As of 27 Feb 02
Reduce Nonscholarship LT MSO from 8 to 6 years
Key Actions
Objective
Increase enrollment / retention by reducing
obligation disincentive.
G A R

• DCSPER MSO Study
• Obtain Sec Army Concurrence
• Obtain OSD Approval
• Change DODI 1304.25
• Change AR 350-100
• Revise contract
• Develop New advertising products

82 of cadre indicated that the service
obligation is a major impediment to recruiting.
18-21 of all cadets expressed concern about the
commitment after college in surveys between 91
and 98. Initiative reduces non-scholarship
cadet MSO from 8 to 6 years.
Description of Problem
munnj Recommend dropping this Quad. Not
currently being worked.
Concept to Complete Action VCSA (19 Oct 01)
directed DCSPER to investigate two options for
MSO reduction. Options will be studied, then
forwarded for approval at Army OSD levels.
Revise contract/ RPIs to emphasize true meaning
of reserve commitment following ADSO.
Mid - Term Actions
Issues

• Implement new contract/ policy SY02-03
• Track recruiting and retention impact (Dec 02)

Milestones not set by
DCSPER. CC and DCSPER are to work together in
evaluating the reduction of MSO within existing
DA authority.
23
Develop Competitive Incentive Package CC-PA/RO/MKT
G
RED
As of 1 Jun 02
Index ADSO to Financial Assistance Provided
Objective Increase enrollment / retention by
reducing obligation disincentive.
Key Actions
Near Term Actions
G A R
Description of Problem

• Conduct incentives cost to ADSO analysis (28 Feb
  02)
• DCSPER coordination (Apr 02)
• Change AR 350-100 (TBD)
• Revise contract (TBD)
• Develop New advertising products (TBD)

Current Active Duty commitment in todays strong
economy is an impediment to recruiting and
retention. 18-21 of all cadets expressed
concern about the commitment after college in
surveys between 91 and 98. Ten percent of those
who disenrolled (approximately 200 to 300 cadets)
said contracting for AD commitment was main
reason. Initiative will increase production by
at least 100. Enrollment will increase but
increase not yet defined.
Concept to Complete Action VCSA approved (19 Oct
01) investigation of ADSO link to scholarship
cost. Such a link may permit some reduction of
ADSO to three years and increase of some ADSO to
5 years. Staff change to AR 350-100 through
HQDA. Revise contract/ RPIs to reflect accurate
ADSO.
Mid - Term Actions

• Implement new contract/ policy SY02-03
• Track recruiting and retention impact (Dec 02)

Issues Work suspended. Linked to Office
Accession Strategy
24
Provide Responsive Command Control CC-RO
Green
As of 5 June 02
Redesign the Command Control Structure
Key Actions
Improve oversight of ROTC Battalions at each
level of command
Objective
G A R
Near Term Actions

• Establish study plan (10-28 Sep 01)
• Perform Analysis (1-31 Oct 01)
• Identify changes to/ or creation of IT systems to
  support command and control. (17 Oct - 16 Nov 01)
  
• Staff study results (19 Nov - 14 Dec 01)
• Obtain decision (1-18 Jan 02)
• Document on TDA (2-22 Feb 02)
• Develop execution plan (1 Jan - 15 Feb 02)
• Execute plan (16 Aug 02)

Description of Problem
A reorganization is necessary to reduce present
20-25 SROTC detachments to brigade commander
ratio. This high ratio prohibits effective
oversight (travel to units, volume of oversight
functions). In addition a brigade commander is
required to understand various types of
institutions (private, state, MJC, SMC, HBCU,
high cost, Prestigious) which undermines ability
to effectively manage battalions.
Concept to Complete Action
Perform reorganization analysis. Document new
organization. Implement for SY 02-03.
Action on hold pending AAC
Mid - Term Actions
Issues

• None

25
Deleted Quads
26
Enhance Retention CC-RO
Green
As of 27 Feb 02
Collect Assess Attrition Reasons
G A R
Near Term Actions
Develop methods to reduce attrition.
Objective

• Analyze results (Mar 02)
• Revise disenrollment codes (30 Apr 02)
• Incorporate results into Retention Handbook,
  doctrine training (30 Apr 02)
• Incorporate new disenrollment codes in CCIMS (30
  Aug 02)

Description of Problem
The attrition rate of Senior Cadets is not fully
understood and requires study to develop methods
to aggressively attack attrition.
Concept to Complete Action
Use Exit Survey to identify actual reasons for
disenrollment. Revise CCIMS disenrollment codes
to broaden the explanation of disenrollments.
Use CCIMS to collect attrition reasons.
Mid - Term Actions

• Continue assessment process (30 May 02)

Issues
27
Provide Responsive Command Control CC-RO
Red
As of 18 Dec 01
Develop efficient processes to recruit, enroll,
contract, pay, evaluate, commission cadets
G A R
Near Term Actions
Ingrain framework for continuous process
improvement
Objective

• Develop framework (31 May 01)
• Develop and staff implementing MOI (20 Jul 01)
• Obtain CG approval (27 Jul 01)
• Publish MOI (31 Jul 01)
• Implement Periodic reviews
• (30 Nov 01)

Description of Problem
Continuous process reengineering is necessary to
ensure the burden on BNs is reduced. These
processes were substantively changed between 1998
and 2000. Process owners will seek improvements
to apply each year.
Revise schedule to start work
Concept to Complete Action
Establish framework to formulate periodic process
improvement reviews. Develop staff MOI to
specify framework. Trace progress.
Mid - Term Actions
Issues

• None

28
Provide Competent Committed Cadre CC-RM
Green
As of 14 Feb 02
Increase Select NALC/LTC Cadre MIE to 20.00
Increase MIE for Select Cadre at NALC/LTC to
20.00 per day
G A R
Near Term Actions
Objective

• Obtain CG approval to fund (Feb 02)
• Submit requirement in POM 04-09 (Feb 02)
• Obtain statement from NALC Commander (Mar 02)

Description of Problem
Tactical Cadre miss DFAC meals due to training
schedule and pay out of pocket w/o reimbursement
however, MREs or mermite meals are provided.
JTR authorizes 10.50 per day for Cadre housed on
post with 3 meals available a day. Off post
housed Cadre are authorized 20.00 per day. Both
groups of Cadre receive BAS during camp.
Concept to Complete Action
Obtain funding approval from the CG. Obtain
statement from Camp Commander that meal(s) are
not available. RM cut orders authorizing
proportional meal rate.
Issue Not sure we can claim meals not
available if field rations are
provided. Funding estimates as follows All
On-Post Cadre (NALC) 629K SQD STX and
Patrolling Only 150K All Tactical Tng
Committees 200K All On-Post Cadre (LTC)
128.5
Mid - Term Actions

• If approved by CC, CG submit in POM 05-10 if
  disallowed in POM 04-09

29
Shift Models CC-Mktg
Amber
As of 10 DEC 01
Mine HS Market for best qualified students
G A R
Near Term Actions
Target quality HS students motivate them to
apply for scholarships
Objective

• Replace general advertising to HS students w/
  targeted materials (APR 02)
• Revamp HS direct mail refine criteria for names
  to reflect SAL, rewrite letters (FEB 02)

Description of Problem
Decrease in of progression cadets requires a
narrower focus in the HS market limited
resources no longer allow for both a robust
national awareness campaign in the HS market and
targeted local recruiting campaigns on campus.
Must share the recruiting burden in the HS market
with USAREC.
Change to separate tasks Acquire and
Prep Prep Increase awareness and interest in
the target market. Acquire Obtain names, make
contact, recruit and enroll.
Concept to Complete Action
Use specific target lists to guidance counselors
and direct mail to connect with HS students who
have excelled in academics, participated in
varsity athletics, served in leadership
positions, and could bring experiential, ethnic
or cultural diversity to the Officer Corps.
Convince these students that Army ROTC will be in
their best long term interest because it offers
the best leader development in the world.
Mid - Term Actions

• Evaluate acceptance of scholarship offers
  using quality criteria, adjust criteria or
  resources as necessary
• Evaluate retention of these 4-yr scholarship
  winners to MSII and the Advanced Course

30
Facilitate the Recruiting Effort CC-Mktg
Amber
As of 10 DEC 01
Tailor Recruiting Images and Messages to Enhance
Marketing Focus
G A R
Near Term Actions
Increase enrollment through targeted marketing
Objective

• Develop strategies based on motivators (30 MAR
  02)
• Develop messages that target quality, highlight
  diversity, and explain officership (30 MAR 02)
• Implement strategies (APR 02)

Description of Problem
Motivators such as patriotism, duty,
self-improvementhave varying appeal to different
market segments. To date, on-campus marketing
action plans have required adherence to specific
campaign elements, including a limited selection
of ads, messages, and images, which may or may
not connect with a particular campus audience.
Incorporated into Prep the High School and
College SAL quad charts
Concept to Complete Action
Conduct survey research to determine motivation
factors campus by campus (or school type by
school type). Develop and test messages that
more clearly focus on those factors. Redefine
images as well develop the ads to support the
campaigns. Develop, test and implement the
targeted strategies and marketing action plans by
campus to achieve marketing and recruiting
success.
Mid - Term Actions

• Coordinate with Ad Agency to develop market
  specific projects.

Issues

• Funding of market research.

31
Facilitate the Recruiting Effort CC-Mktg
Amber
As of 10 DEC 01
Leverage Overall Army Recruiting Effort
G A R
Near Term Actions
Objective
Leverage Army advertising effort incorporate
Army ROTC messages, in order to increase
enrollment

• Work with Brand Marketing Group to include ROTC
  in advertising, highlighting quality and
  officership (Apr 02)
• Partner with USAREC to include ROTC in
  advertising, marketing, recruiting
  materials (Apr 02)

Description of Problem
Army advertising has been focused primarily on
the enlisted mission, with Army ROTC viewed as
competition. The result is confusion of the
ROTC and enlisted messages, a lack of awareness
of the benefits of Army ROTC, and reduced
propensity to enroll.
Incorporated into Prep the High School and
College SAL quad charts
Concept to Complete Action
As Army ROTC brand is developed, include new
identity in Army Advertising Program broaden
Army advertising to show how a wide variety of
prospects could benefit from Army programs such
as Army ROTC. Incorporate messages of
officership and best leadership training in
the world and the specific benefits of Army ROTC.
Mid - Term Actions

• Incorporate ROTC messages into new Army
  advertising (print, tv, etc.)

32
Provide Responsive Command Control CC-IMD
Amber
As of 11 Dec 01
Upgrade Expand IT Capabilities
Near Term Actions
Objective Provide commanders with IT hardware,
software and connectivity to access real time
recruiting and retention information, allowing
the commander to recognize and act on problem
areas. Description of Problem Battalion staff
do not have the necessary IT equipment and
software to support expanding requirements.
Current communications infrastructure is not
keeping pace with increasing requirements.
G A R

• Determine battalion standard automation package
  (01 Oct 00- 14 Feb)
• Determine preliminary communication
  infrastructure needs (15 Oct 01 30 Dec 01)
• Implement phased infrastructure improvements
  (Starting 15 Oct 01)
• Review Customer support processes to include Help
  Desk, On Site Assistance, and internal handling
  of problems

Concept to Complete Action Through a series of
needs analysis, a command automation standard
will be established, infrastructure improvements
identified and implemented and CCIMS enhancements
identified and implemented. Issues Several
near term tasks dependent on FY 02 UFRS
Mid - Term Actions

• Build out year budget for life cycle replacements
  and upgrades
• Implement infrastructure improvement
• Implement customer support improvements

Expanded to 5 Charts
33
Facilitate the Recruiting Effort CC-Mktg
Amber
As of 10 DEC 01
Resource Advertising and Marketing at Mission
Level
G A R
Near Term Actions
Increase national and local ROTC awareness in
support of recruiting
Objective

• USAREC and other services to include ROTC in
  advertising, marketing and recruiting materials
  (Jan 02)
• Receive funding for local marketing (Nov 01)
• Create model to determine requirements --
  national, local, by type of school, etc. -- for
  marketing resources ( FEB 02 )

Description of Problem
Factoring in inflation, the real buying power of
the advertising and marketing budget is only 45
percent of 1985 levels. The dramatic decrease in
advertising and marketing has been followed by a
sharp decrease in awareness of, and propensity to
participate in, Army ROTC among college-bound 16-
to 19-year-olds. The problem has been
exacerbated by the irregular flow of dollars.
Incorporated into Prep the High School and
College SAL quad charts
Concept to Complete Action

• Purchase sufficient national and local (on
  campus) advertising in media favored by college
  students to support the relationship between
  advertising/marketing and awareness.

Mid - Term Actions

• Receive additional funding via UFR 01w/
  propensity model as an estimate
• Evaluate new model using of leads, increased
  enrollment, increased propensity, increased
  awareness
• Resource correctly in future POM cycles

Issues
Print, radio and tv media must be purchased up
front (May for Fall, October/ November for
Spring) or prices go up dramatically, w/ Army
forced to take leftover time slots. Need
guaranteed funding levels for planning.
34
Facilitate the Recruiting Effort CC-Mktg
Amber
As of 10 DEC 01
Increase Awareness of Officership
G A R
Near Term Actions
Objective
Increase awareness of ROTC and propensity to
enroll, both nationally and locally on campus

• Coordinate with other services
• Develop the ROTC brand ICW the U.S. Army Business
  Brand Marketing Group (MAR 02)
• Market the ROTC brand (30 Sep 02)

Description of Problem
Brand recognition of Army ROTC is very poor
which has suffered from both a lack of funding
and a lack of consistent, coherent brand
identity. The concept of officership has not
been defined for the public, nor have the
features and benefits of Army ROTC been
incorporated into the broader Army messages.
Incorporated into Prep the High School Market
and Prep the College/On-Campus Market
Concept to Complete Action
Conduct discovery research, coordinated w/ Brand
Marketing Group. Based on results, consider all
options, including changing the name of the
program. Develop new marketing plans/campaigns,
brand identity -- look, tone, message points.
Update marketing products. Deliver products to
the field convey new messages.
Mid - Term Actions

• Continue coordination with agency on ROTC
  program continue roll out of new campaign in SY
  01-02

Issues

• FY01 budget too low to even maintain current
  awareness, w/ no dollars for development of major
  new ad launch

35
Develop Competitive Incentive Package CC-RO/PA
Amber
As of 31 Jul 02
Guarantee Branch Based on Academic Discipline
G A R
Develop a program that allows recruiters to
guarantee branch at time of contracting.
Near Term Actions
Objective

• Define academic discipline to branch link ID
  hard to fill branches link to ADM bonus program
• Obtain HQDA policy decision (22 Feb 02)

Description of Problem
Branch assignment is accomplished at the
beginning of MS IV year. A guaranteed branch
program was available in the late 80s. This
program allowed the PMS to contract a cadet and
add a contract addendum guaranteeing branch if
individual was selected for active duty
individual met qualifications for the branch.
Similar to nursing.
Believe this should be consolidated with the ADM
Bonus Quad
Concept to Complete Action Link ADM bonus
program, hard to fill branches, and branch
requirements for a particular ADM. Then obtain
HQDA approval and fund in POM 04-09.
Mid - Term Actions
Issues

• Controls need to be developed to ensure positive
  control of branching numbers

36
Thrust 1 Shift from Attrition Model to
Developmental Model
37
Shift from Attrition to Developmental
Model CC-DOT
Green
As of 25 JUL 02

Establish Entry Standards
Establish a common standard of qualities
that each cadet must possess and demonstrate
prior to entry into the advanced course.
Objective
G A R
Near Term Actions

• Gain approval/guidance for competencies
• (Apr 02)
• Develop placement criteria
• (May-Jun 02)
• Field for comment (Aug 02)
• Collect data on ACCT cadets completed NALC (Aug
  02)
• Update regs/policies to integrate standards
• (Aug-Sep 02)
• Implement entry standards (Sep 02)

Description of Problem
Current requirements for admission to the ROTC
Advanced Course do not establish a uniform
prerequisite set of competencies that all
students must possess.
Concept to Complete Action
Develop a list of competencies that a student
must possess prior to admission into the Advanced
Course. Staff the list throughout CC.
Mid - Term Actions
Issues
None
38
Shift Models CC-Mktg
Green
As of 31 July 02
Prep the National and High School Market In
Coordination with Army Accessions Command
G A R
Near Term Actions
Objective
Sufficiently raise the level of awareness,
knowledge of and interest in ROTC and officership
to make the high school SAL receptive to our
recruiting efforts.

• Produce the required versions of national RPIs.
  RPIs convey SAL and officer messages and include
  influencer testimonials. (JAN 03)
• Develop and place print ads and radio spots
  targeting influencers and college bound high
  school students in all markets. (JAN 03)
• Develop officership umbrella strategy and
  creatives (MAR 03)
• Place banner or interactive ads on
  scholarship-oriented sites. (OCT 02)
• Create guidance counselor packets for guidance
  counselor direct mail and fulfillment.
• (JAN 03)
• Coordinate SAL conferences and other SAL oriented
  events.
• (AUG 02)

Description of Problem
The target audience lacks understanding of the
role of the Army officer, the benefits of Army
officership and the end goal of Army ROTC -- Army
Officership. ROTC is a misunderstood program.
Confusion about the distinctions between enlisted
and officer programs and the difference between
SROTC and JROTC cause many to mistakenly believe
they are familiar with the program.
Concept to Complete Action
Develop products that (1) build awareness, (2)
promote ROTC as the "best leadership course in
America and (3) educate both the prospect and
influencer on the benefits of officership and the
ROTC program. Participate in events that'll
influence influencers to encourage prospects to
enroll in the program. Expand the scope of
direct mail lists (and segments within the lists)
to target coaches, guidance counselors, parents
and other influencers. Provide recruiters with
proper tools to help them better speak to the
ROTC prospect.
Mid - Term Actions
39
Shift Models CC-Mktg
Green
As of 29 July 02
Capture the High School S-A-Ls Interest In
Coordination with Army Accessions Command
G A R
Near Term Actions
Objective
Capture the interest of the High School SAL

• Augment current list purchases (which include
  PSAT, PLAN, ACT, SAT and NRCCUA) to accommodate
  locally-generated scholar-athlete-leader
  targeting requirements. (AUG 02)
• Expand the scope of direct mail lists (and
  segments within the
• lists) to target coaches, guidance counselors,
  parents and other influencers. (AUG 02)
• Send prospects compelling direct and email. (OCT
  02)
• Coordinate SAL conferences and other SAL oriented
  events.
• (AUG 02)

Description of Problem
Not all high school students meet the SAL
criteria. Given our limited resources we must
focus our efforts and selectively target the
prospects we seek.
Concept to Complete Action Augment current list
purchases to accommodate university generated SAL
targeting requirements. Use specific target
lists for direct mail. Participate in SAL
oriented events to create additional
opportunities to connect with HS students who
have excelled in academics, participated in
athletics, served in leadership positions and
could bring experiential, ethnic or cultural
diversity to the Officer Corps. Support
recruiters in their efforts to followup on all
leads and establish communication with the
students.
40
Shift from Attrition to Developmental Model
Green
CC-DOT
As of 25 JUL 02
Revise Basic Camp into a Leaders Training Course
G A R
Near Term Actions
Maximize effectiveness of Basic Camp as a
leadership course, recruiting mechanism, and
Advanced Course preparation.
Objective

• Redesign Basic Camp into Leaders Training Course
  (Aug Dec 01)
• Cadre Training in Experiential
• Learning (Oct 01)
• Revise TAC Staff School
• (Apr 02)
• Implement new standards
• (Jun-Aug 02)
• Gather program evaluation data (Jun Aug 02)
• Determine changes to LTC
• (Nov - Dec 02)

Description of Problem
In the past, Basic Camp focused heavily on
soldier skills. The Basic Camp curriculum prior
to 02 has not focused on leadership development
as its primary emphasis. This does not support
Cadet Commands intent to market leadership
development as its main product.
Concept to Complete Action
Revise the Basic Camp curriculum to produce a
leaders training course. Focus on leadership
development through formal study, practical
experience using Outward Bound style approach
that students will find exciting relevant.
Rename to Leaders Training Course (LTC).
Mid - Term Actions
Publish changes for LTC 03 (Jan-Feb 03)
Issues
None
41
Shift from Attrition to Developmental Model
Green
As of 25 JUL 02
Emphasize Leader Development at NALC
CC-DOT
Shift focus of NALC from evaluation to Leader
Development and Training through self-awareness
counseling and encouraging adaptability
Objective
Near Term Actions
G A R

• Restructure LDP
• (Dec 01-Mar 02)
• Reconstruct CER form/staff
• (Dec 01-Feb 02)
• Revise cadre training-PCC, TAC Staff School
• (Feb - May 02)
• Update LDP Handbook
• (May - Jun 02)
• Gather program evaluation data (Jun Aug 02)
• Determine changes to NALC 03 (Oct-Dec 02)

Description of Problem
The old AC evaluation and reporting system will
be modified to reduce the emphasis of calculating
a numeric camp score as a measure of cadet
achievement and increase the emphasis on
developmental feedback for the cadet and PMS.
Training focus will shift from evaluation to a
learning experience based on Situational
Leadership Development Exercises.
Concept to Complete Action
Redesign LDP emphasis LD and eliminate
unnecessary LD bureaucracy and increase amount
quality of counseling.
Mid - Term Actions

• Publish changes for NALC 03
• (Jan- Feb 03)

Issues
None
6
42
Thrust 2 Provide Competent Committed Cadre
43
Provide Competent Committed Cadre CC-PA
Green
As of 31 Jul 02
Screen Cadre to Ensure Mission Focus
G A R
Near Term Actions
Select cadre that increase effectiveness of SROTC
programs
Objective

• Response from PERSCOM received 11 Jan 02
• Coordinate with PERSCOM to mirror USARECs
  screening forms (MAR)
• Implement upon form approval
• AR 614-200 updated as of July 2001-Standards are
  higher for Instructors in general, and
  specifically for ROTC

Description of Problem
Creation of ROTC assignment screening guidelines
targeted at assignment of personnel who are not
on a terminal assignment, or who have personal
baggage (I.e. financial hardship, etc.), minimize
assignment of at-risk cadre, have the requisite
personality to serve as effective recruiters and
mentors for our cadets.

• Concept to Complete Action
• APMS (MAJ/CPT) screen Use current nominative
  assignment process to ensure APMS quality.
• NCO screen Adopt DA Form 5425-27.
• AR 614-200 has been updated, stricter criteria
  incorporated

Mid - Term Actions

• Briefed CC CSM Jul 02
• Preparing Info paper/ Aug 02
• Recommend deletion

44
Provide Competent Committed Cadre CC-PA
Green
As of 31 Jul 02
Establish a Contact Replacement System
Objective Avoid missing key recruiting
and retention windows reduce cadre learning
curve
G A R
Near Term Actions

• DCSPER policy received 11 Feb 02
• Identifying gaps
• Coordinate with PERSCOM for adjustment of
  incoming/outgoing dates
• CMD Group briefed 28 May 02
• Officer contact replacement fully implemented 1
  Oct 02
• Enlisted contact replacement fully implemented 1
  Jun 03

Description of Problem
Cadre authorization reductions have eliminated
ROTC campus depth/flexibility. This has resulted
in a majority of ROTC campuses consisting of only
5-8 personnel. Manning shortages and periods of
underlap has an adverse impact on the campus ROTC
mission especially recruiting and retention.
HQDA policy needs to change to provide an
uninterrupted 100 fill of cadre to ROTC
campuses. A contact replacement system would
ensure arrival of the designated replacement
prior to the departure of the incumbent.
Mid - Term Actions
Concept to Complete Action Obtain HQDA/PERSCOM
approval to ensure no cadre member departs
without at least a five day overlap.

• Monitor year round

Issues

• Program will impact outbound cadre

45
Provide Competent Committed Cadre CC-PA
Green
As of 31 Jul 02
Exempt Cadre from CAO and all CC from CN Duties
G A R
Near Term Actions
Increase PMS Flexibility to perform mission
Objective

• Obtain HQDA memo (Dec 01)
• Announce change (Dec 01)
• Change to AR 600-8-1 submitted
  (9 Jan 02)
• Pending reg change at G-1

Description of Problem
Contractors replaced 330 captains in CC. By law,
the contractors cannot perform CAO/CN duties.
This leaves only the cadre to perform this
mission. Performing CAO/CN duties takes the
cadre away from campus therefore detracting from
the mission
Concept to Complete Action
Exempt cadet command battalion cadre from CAO/CN
duties and ensure exemption is reflected in AR
600-8-1.
Mid - Term Actions

• .Cadet Command Cadre are exempt from CAO Duties,
  still required to perform CN duties when tasked
• No action taken on regulation change

• Duties are timely and sensitive and must be
  supported. Many times the CC cadre are the
  closest personnel to the affected family.

Issues
46
Provide Competent Committed Cadre CC-PA
Green
As of 31Jul 02
Provide Leased Housing in High Cost Areas
G A R
Near Term Actions
Objective Provide QOL commensurate with those
soldiers assigned to Army installations

• Received HQDA notification that FY02 AFH funding
  is approved (5 Dec 01)
• Implementation ongoing as of Dec 01
• Analyze non-participating qualifiers
• Continue to Market
• - 225 allocations 120 processed, 47 complete

Description of Problem
Cadre cant afford to live close to college due
to high housing costs. Leased housing at the
soldiers current monthly BAH rate appears to be
the solution to this QOL concern.
Concept to Complete Action CC submits Leased
Housing Applications. COE finds property(s).
Soldier occupies and forfeits BAH. COE pays
monthly rent and basic utilities. Soldier
clears property when out-processing
Mid - Term Actions

• Issues
• Single soldiers not eligible for program.

47
Provide Competent Committed Cadre CC-PA
As of 31Jul 02
Green
48
Provide Competent Committed Cadre CC-PA
Green
As of 31Jul 02
Award Enlisted Cadre Special Duty Assignment Pay
G A R
Near Term Actions
Objective
Recognize the recruiting, retention Drill Sgt
like duties performed by ROTC NCOs

• Submit out of cycle request reflecting VCSA
  support (Mar 02)
• ROTC specific SQI being staffed at PERSCOM
  (Jun-Jul)

Description of Problem
IAW AR 600-200, para 5-12c, the selection and
assignment process, mandatory schooling (SOCC),
and tour length requirements of Cadet Command
enlisted soldiers qualify for SDAP designation.

Concept to Complete Action Obtain SDAP monthly
payments for ROTC enlisted soldiers in
recognition of their diversified duties.
Mid - Term Actions

• Indications are SQI will be supported (Jul 02)
• Board for recommendation to ASA will be Fall 02

Issues
49
Provide Competent Committed Cadre CC-PA
Amber
As of 31Jul 02
Replace Admin/Log NCOs with Contractors
Objective Return ROTC campus Admin/Log NCO
authorizations to the Army and replace these
soldiers with Contractors.
G A R
Near Term Actions

• Obtain necessary funding to hire Admin/Log
  Contractors
• Submitted 04-09 POM to CC RM (Dec 01)
• RM submitted 04-09 POM to TRADOC (Feb 02)
• USAAC 1 UFR to TRADOC
• USAAC submitted UFR Jun 02

Description of Problem
ROTC campus Admin/Log NCOs are SGT/SSG. This
junior NCOs have difficulty in coping in
high-cost campus locales. Cadet Command A/L
systems and procedures are not standard Army
systems therefore, these NCOs lose critical
PMOS technical skills during ROTC assignments.
Conversion to contractors will resolve these
junior NCO ROTC assignment issues. Contractors
not affected by QOL/cost-of-living - they already
reside in the local area. Additionally,
contractors provide higher degree of stability to
ROTC campus operations.

• Concept to Complete Action
• Obtain HQDA funding to procure approximately 348
  Admin/Log contractors.
• Will return 348 Active Component NCO
  authorizations to the Army inventory.

• Mid - Term Actions
• Action on hold pending funding

Issues

• Cost TBD based on rates reflected in new FY02
  contract

50
Provide Competent Committed Cadre CC-DOT
Amber
As of 25 JUL 02
Develop Implement Resident Instructor Course
G A R
Near Term Actions
Objective
Prepare instructors to implement the new
curriculum and expose them to new strategies in
course delivery.

• Receive CG guidance
• (Feb 02)
• Implement DL SOCC Teaching Excellence module
  (Apr 02)
• Implement Blackboard interactive tutorial (Apr
  02)
• Develop course contract proposal (Apr-Aug 02)
• Institute training cycles (Aug 02)

Description of Problem
The new cadet curriculum requires the use of
modern methods of college classroom instruction
by cadre instructors. Most cadre members are
unfamiliar with these methods.
Concept to Complete Action
Develop a resident certification training course
for classroom instructors. Program will train
and certify campus ROTC instructors on curriculum
content and modern methods of college classroom
instruction. Instruction will use the train the
trainer concept.
Mid - Term Actions

• Gather program evaluation data. Make
• necessary changes to the course

None
Issues
51
Thrust 3 Facilitate the Recruiting Effort
52
Shift Models CC-Mktg
Green
As of 29 July 02
Prep the On-Campus Market
G A R
Near Term Actions
Objective
Sufficiently raise the level of awareness,
knowledge of and interest in ROTC to make the SAL
receptive to our recruiting efforts.

• Develop "families" of products for on-campus
  marketing. Products will accommodate campaigns
  and be versioned for ethnicity. (JAN 03)
• Print ads (black and white) in 4-5 different
  sizes as required by campus papers. (JAN 03)
• Develop radio spots with time at the end for
  customized trailers/local information.(JAN 03)
• Other print materials such as billboard paper,
  posters, table cards, etc. Produce print
  materials in support of Green to Gold,
  Simultaneous Membership Program and Reserve
  Forces Duty Scholarship marketing efforts. (JAN
  03)
• Develop local direct mail templates to facilitate
  on-campus mailings to incoming freshmen,
  returning students, veterans/prior service
  students, registering and returning students,
  etc. (JAN 03)
• Develop ecards/email templates for on-campus use
  (MAR 03)

Description of Problem
The target audience lacks understanding of the
role of the Army officer, the benefits of Army
officership and the end goal of Army ROTC -- Army
Officership. ROTC is a misunderstood program.
Confusion about the distinctions between enlisted
and officer programs and the difference between
SROTC and JROTC cause many to believe they are
familiar with the program when in fact they are
not.
Concept to Complete Action
Develop marketing products suited for on-campus
and local media. Develop products that (1) build
awareness, (2) promote ROTC as the "best
leadership course in America and (3) educate both
the prospect and on-campus influencer on the
benefits of officership and the ROTC program.
Ensure all communications are target relevant and
created in a manner that motivates desirable
prospects to participate in one-on-one
interactions with Army ROTC cadre. Participate
in events that'll influence the influencer to
encourage prospects to enroll in the program.
53
Shift Models CC-Mktg
Green
As of 29 July 02
Capture the On-Campus S-A-Ls Interest
G A R
Near Term Actions
Objective
Focus the marketing effort on the students who
meet SAL criteria.

• Coordinate SAL conferences and events (APR 02)
• Develop CD for Recruiters (3rd 4th edition NOV
  02)
• Develop SAL Ecards (MAR 03)

Description of Problem
Not all students meet the SAL criteria. Given
our limited resources we must focus our efforts
and selectively target the on-campus prospects we
seek.
Concept to Complete Action
PMS develops SAL target lists in coordination
with Registrar's Office, Dean of Students and
Director of Athletics. PMS contacts students on
the target list using direct mail, email and
personal contact. MPA develops concepts and
supports SAL oriented events designed to create
additional opportunities to connect with
on-campus students. Support recruiters in their
efforts to followup on all leads and establish
communications with the students.
Mid - Term Actions
54
Facilitate the Recruiting Effort CC-RO
Green
As of 31 JUL 02
Increase Enrollment Through Partnership with USMA
Key Actions
Objective Synchronize CC recruiting efforts with
similar agencies to create synergy, share
referrals and inc