VCSA Decision Brief

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VCSA Decision Brief
20 Nov 00
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Purpose

• Prebrief VCSA on ADS XXI TF recommendations.
• Obtain VCSA approval for selected ADS XXI TF
• recommendations.

Agenda

• Mission Background
• ADS XXI Summary
• Recommendations
• Systems
• Warrant Officer Personnel Management System
• Enlisted Personnel Management System
• The Way Ahead

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ADS XXI Mission Statement
Army Development System XXI conducts an in-depth
study and analysis into current enlisted and
warrant officer leader development and personnel
management systems, in order to determine
necessary changes or adjustments required to
ensure appropriate applicability towards our
future Army and continued readiness in the next
century (2007-2010). Upon approval by Chief of
Staff, Army, design an implementation strategy to
set a course for integrated success.
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Who CSA Charter Authorizes Task Force
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What The Challenge
MOS Management Challenges
Distribution by MOS and grade poses challenges
Force Structure Allowance
Operating Strength Total Strength - TTHS
MODERNIZATION
FUTURE LEADERS
CHANGE
TRANSFORMATION
Bottom Line Requirements-driven personnel
system demands a perfect fit.
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When / Where
Oct
Jan
Nov
Dec
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Phase III Modeling/Analysis
Phase I Problem Definition
Phase IV Decision Making Phase V
Reconciliation Phase VI Implementation
Phase II Research
Manning
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Why Understanding and Planning the
Transformation
The Warrant Officer and NCO Corps of the
Objective Force
Tech
Career Timeline
Enl
Avn
10
8
12
13
17
21
22
27
AFS
4
3
0
2
5
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ADS Definition A holistic system concept
combining officer, warrant officer, soldier and
civilian development systems. Consists of the
character development, performance evaluation,
leader development and personnel management
subsystems. - OPMS XXI
Final Report
Refine leader development and personnel
management

• Modernize personnel business practices
• Align warrant officer inventory
• and structure
• Provide agility and versatility to
• enlisted personnel management system

58 Task Force Recommendations
Evolves with transformation
Train soldiers and grow them into leaders CSA
17 Oct 2000
Inherent ability for system adjustment
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Recommendations Summary
VCSA Approved
For CSA Decision

• Accelerate classification
• documentation process

• Standardize MOS Codes

• Rollback AC WO structure
• Assign AC WOs by grade
• Retain fully qualified WOs 2xNS to CW4 and CW5
• Expand technical WO accession base
• Access technical WOs at 5 - 8 yrs of AFS
• Promote Senior WO applicants (SFC above) to
• CW2 upon graduating WOBC
• Educate officers NCOs on role of WO

• Tailor technical training to units
• and assignment
• Publish professional development
• and update other WO policies
• Provide force development
• specialty training to WOs in those
• positions

• Account for ASIs
• Refine NCOES
• Review and publish prof
• development objectives
• MOS degree builder program
• MOS entry requirements
• ASVAB composites
• Adopt a reasonably equitable
• AGDM (AC)

• Multi-skilled soldier
• Combine MOSs with similar functions
• Quantify MOSQ and link to resources
• Assign CSMs to training positions
• Provide leadership development
• feedback
• Structured self-development
• Select standbys for promotion

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System Changes
Officer 15 O3 D 5P
Standardized MOS codes
Warrant 15 W3 D 5P
Enlisted 15 E6 D 5P
Accelerate classification documentation process
MOCS Process
Training Development
SMDR
Automation
Integrated Total Army Personnel Data Base (ITAPDB)
FYOO
FYO4
FYO5
FYO1
FYO2
FYO3
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Accelerate Classification Documentation Process
Recommendations (1) Reduce Military
Occupational Classification Structure (MOCS)
process from 42 months to 30 months by developing
an automated staffing process which will change
the documentation updating procedure. (2)
Implement FY03 Command Plan Guidance for
centralized documentation (CENDOC) process
regarding TDA changes to one cycle per year. (3)
Train and stabilize proponent action officers
NCOs for 36 months and include stabilization as
part of AR 614-5, Stabilization of Tours. (4)
Identify positions with ASIs A3 (5) Change AR
611-1, Military Occupational Classification
Structure Development and Implementation as it
applies to POSEDIT.

• Resource Requirements
• Estimated Cost
• Start up FY01, 571K
• Lead Agency ODCSOPS
• Time FY04 earliest opportunity to implement
  recommendations

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(No Transcript)
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Fit Structure and Inventory
Allocate senior WO expertise to Army
requirements
Increases senior WO inventory
Requirements based by MOS
Retain fully qualified WOs 2xNS to CW4
and CW5
Avn Tech
CW5 4.3 3.7
CW4 18.8 18.9
CW3 23.3 22.4
Assign AC WOs by grade
CW2 53.5 55.1
CW5 3.4
Documented Structure
CW4 13.4
CW3 24.7
Rollback AC WO structure
CW2 58.5
Aggregate Sustainable Structure
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Accession and Technical Expertise
Increases CW4 inventory
Presently accessing _at_ 10 - 11 year AFS results
in WOs retiring as CW3 (20 - 23 yrs)
Access technical WOs _at_ 5 - 8 years of AFS
Tailor technical training to unit assignment

• Distance Learning
• Industry
• Academia

Access from VOTECH schools and colleges for
shortage MOSs
Expand technical WO accession base
Expand feeder MOSs
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Tailor Technical Training to Unit and Assignment
Recommendation Provide Assignment-Oriented
Training (AOT) to maintain current technical
expertise for warrant officers.

• Resource Requirements
• Estimated Cost
• Start up FY01, .5M
• Sustainment FY02, 0.5 M (per diem cost of
  training)
• Note FY03-08, 3.0M
• Lead Agency TRADOC
• Time FY02-FY05

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Sustainment
OES / NCOES
Educate officers NCOs on role of WO
Include in DA PAM 600 - 3
Provide force development specialty training to
WOs in those positions
Publish professional development and update other
WO policies
Promote senior WO applicants (SFC above) to CW2
upon graduating WOBC
Increase accession base for shortage MOSs
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Publish Professional Development and Update Other
Warrant Officer Policies
Recommendations (1) Validate the 1985 Total
Warrant Officer Study (TWOS) definition of a
warrant officer. (2) Incorporate all warrant
officer development and career management policy
into DA Pam 600-3 and rename Officer Development
and Career Management.

• Resource Requirements
• Estimated Cost 1.1M Publication Cost (Hard
  Copy)
• Start up FY01, 1.1M
• Sustainment FY02 - NA
• Lead Agency ODCSPER
• Time FY01-FY02

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Provide Force Development Specialty Training to
WOs in Those Positions
Recommendation Code warrant officer force
management positions with skill identifiers.

• Resource Requirements
• Estimated Cost
• Start up FY01, 1.4M
• Sustainment FY02, 1.4M
• Note FY03-08, 8.4M
• Lead Agency ODCSPER
• Time FY01-FY04

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(No Transcript)
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Adapting with Army Transformation

• Quantify MOSQ and link to resources
• Training strategy council
• Update specialty and other prerequisites

• Challenges of transformation
• equipment legacy vs. new
• Rate of change
• Uncertainty
• Provides agility versatility to enlisted
  personnel management
• EPMS is requirements based by MOS

• Combine MOSs with similar functions
• Larger / fewer MOSs
• Predictability
• Ability to optimize
• Leader prerogative in utilization
• Army flexibility in distribution

Cannot allow TTHS to become larger then BES
ability to support

• Multi-skilled soldier
• Focus on function performed
• Competency based
• Specialization focused to unit equipment
• Evolves with transformation

• Modular course design
• Use of ASIs
• Augment with self- development

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NCO Development
We will continue to develop those leaders
through study in the institutional schoolhouse,
through field experiences gained in operational
assignments, and through personal study. (The
Army Vision)
Institutional
Operational
Self-Development

• Provide leadership development
• feedback
• Structured self- development
• MOS degree
• builder program

• Account for ASIs
• - Discipline assignments
• - Proper accounting
• Refine NCOES
• Appropriate level of education
• Facilitate attendance to PLDC
• Bench for SGM/CSM

Introduce new equip / doctrine
Review publish professional development
objectives
Assign CSMs to training positions
Nonresident certification (Distance Learning /
Civilian Schools / Industry)
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Account for ASIs
Recommendations (1) Establish policy on
accounting procedures manage ASIs by skill
level. (2) Remove / archive ASIs no longer
authorized when soldiers skill levels change
because of promotion.

• Resource Requirements
• Estimated Cost
• Start up FY01, 150K
• Note Engineering Change Package
• Lead Agency ODCSPER
• Time FY01

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Refine NCOES
Recommendations (1) Migrate appropriate tasks
downward (technical and common core as selected
by proponents). (2) Include PLDC in Military
Training Specific Allotment (MTSA)
funding. (3) Target Sergeants Major Course for
board selected MSG with 1 year time-in-grade.
Change recommendation, change MTSA funding to DA
funding.

• Resource Requirements
• Estimated Cost
• Start up FY01, 1.M
• Lead Agency ODCSOPS
• Time FY01-07

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Review and Publish Professional Development
Objectives
Recommendations (1) Electronically publish DA
Pam 600-25, Noncommissioned Officer Professional
Development Guide, with standardized MOS career
maps and extensive use of web-based
hyperlinks. (2) Streamline the review and update
process with personnel proponents. (3) Review DA
Pam 600-25 annually.

• Resource Requirements
• Estimated Cost
• Start up FY01, 100K
• Note Electronic Publication
• Lead Agency ODCSPER
• Time FY01-02

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MOS Degree Builder Program
Recommendation Provide a Degree Builder Program
for every MOS.

• Resource Requirements
• Estimated Cost
• Start up FY01, 42K
• Sustainment FY02, 208K
• Note FY03-08, 1M
• Lead Agency ODCSOPS
• Time FY01-07

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Sustainment
Flexibility - Keep inventory shaped to
requirements

• Structure pyramid
• by MOS

Select standbys for promotion (SFC-SGM)
Keep pace with MOS evolution
Adopt a reasonably equitable AGDM (AC)
ASVAB composites
MOS entry requirements
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MOS Entry Requirements
Recommendations (1) ODCSPER revise AR 600-3, The
Army Personnel Proponent System, to require
personnel proponents to review and update MOS
prerequisites at least every two years. (2)
ODCSPER assess compliance during the Career
Management Field Review process. (3) Provide
means for automated staffing for future
prerequisite changes.

• Resource Requirements
• Estimated Cost
• Start up FY01, 100K
• Lead Agency ODCSPER
• Time FY01-08

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ASVAB Composites
Recommendations (1) Implement 17 new ASVAB
composites developed by ARI. (2) Review and
update composites every two years. (3) Identify
and adopt a more state-of-the-art assessment tool
that includes potential and propensity.

• Resource Requirements
• Estimated Cost
• Start up FY01, 1.4M
• Sustainment FY02, 0.2M
• Note FY03-08, 1M
• Lead Agency ODCSPER
• Time FY01-07

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Adopt a Reasonably Equitable AGDM (AC)
Recommendations (1) Restructure the grade
distribution matrix by MOS. (2) Rewrite AR
611-1, Military Occupational Classification
Structure Development and Implementation, to
reflect changes to standards of grade. (3) Link
AR 611-1 with DA PAM 600-25, Noncommissioned
Officer Professional Development Guide.

• Resource Requirements
• Estimated Cost
• Start up FY01, 200K
• Lead Agency ODCSOPS/ODCSPER
• Time FY01

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The Way Ahead

• WOPMS / EPMS XXI Implementation Team remains
  dedicated to WOPMS and EPMS XXI through end FY02
  (CSA IPR, 31 Jul 00) -- Transforms concepts to
  plans
• Transition into OSM

• The OPMS XXI Implementation Team will make
  the transition into ODCSPER, where it will become
  the Office of Strategic Management (OSM)...and
  As the Army evolves and the concept of taking a
  strategic approach to officer development matures
  and is institutionalized, the OSM will take the
  same approach to warrant officer, enlisted, and
  civilian development systems as well. This, in
  turn, opens the way for combining all of these
  personnel systems into an overarching Army
  Development System... (OPMS XXI Final Report, 9
  Jul 97, pp 8.6 8.7)

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• No requirement for change
• Character development core values and warrior
  ethos
• Performance evaluation
• OERs and NCOERs
• Up or out quality management
• Leader development
• We are about leadership it is our stock in
  trade
• Institutional (education), Self-development,
• Operational (training)
• Personnel management requirements based by
  MOS
• Do not address
• Pay Compensation
• Inventory Shortfall
• Functions not required in the footprint
• Redundant functions / branch roles

Good News
peculiar tribal culture of its regimental
system, in which each regiment was a law unto
itself. A War to be Won
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ADS XXI Mission Statement
Army Development System XXI conducts an in-depth
study and analysis into current enlisted and
warrant officer leader development and personnel
management systems, in order to determine
necessary changes or adjustments required to
ensure appropriate applicability towards our
future Army and continued readiness in the next
century (2007-2010). Upon approval by Chief of
Staff, Army, design an implementation strategy to
set a course for integrated success.

• Resource summary
• FY01 FY02 FY03-07
• System 0.7M 0.0 0.0
• WOPMS 8.3M 6.9M 20.4M
• EPMS 7.0M 2.8M 3.4M
• TF Total 16.0M 9.7M 23.8M