NEW JERSEY ARMY NATIONAL GUARD RETENTION HANDBOOK

Transcription

1 NEW JERSEY ARMY NATIONAL GUARD RETENTION HANDBOOK Original 1 January 2013 Revised 27 June

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3 Table of Contents Chapter 1 Introduction Page 1-1 The Adjutant General s Mission Statement The Attrition/Retention/Strength Management Program Use of this program Design of this program Administrative Instructions 7 Chapter 2 Duties and Responsibilities 2-1 Intent of this chapter Layout of this chapter Use of this program Adding Tasks 10 Table 2-1, Task/Owner Matrix 10 Task Break Out 10 Chapter 3 Soldier Sponsorship 3-1 Purpose NJDMAVA 1315 Series Duties and Responsibilities Sponsor Selection Criteria Duration of the Sponsorship Program NJDMAVA Form New Enlistment Notification 27 NJARNG Sponsorship Checklist 27 NJDMAVA Form Soldier Responsibility Card 30 NJDMAVA Form R Sponsorship Log 31 Chapter 4 Career Counseling Card 4-1 Intent Instructions NJDMAVA Form 1315 interview schedule logic Interview with time frames Disposition of Card Responsibility of ADURNCO Responsibility of Commander Responsibility of the Recruit Sustainment Program NJDMAVA Form

4 Chapter 5 Attendance Improvement Page 5-1 Intent Problem Solving Corrective Action Disciplinary Action Duties and Responsibilities Mandatory Attendance for Education Programs Figure 5-2 & 5-3 Sample AWOL Letters 41 Chapter 6 Retention Tools 6-1 Intent Appointments Command Climate Survey Features and Benefits Binder Retention Council Award and Incentive Program Soldier Action Requests Attendance Improvement Teams Contents of ADURNCO Tool Box Access to Retention Management System (RMS) Access to Reserve Component Automated Systems (RCAS)...51 Chapter 7 Training Requirements 7-1 Additional Duty Unit Retention NCO Training Attrition Manager Training for the First Line Leader Sponsorship Training / Train the Trainer Sponsorship Training FTSF Retention Training RRNCO Retention Refresher Training 59 Chapter 8 Recruit Sustainment Program 8-1 Mission RSP Phases and Soldier Readiness Modules (STRM) RSP Metrics Battle Hand-Off Procedures 63 Appendices 4

5 A Acronyms 64 B NJARNG AWOL Recovery Form 69 C Extension Forms 70 D Soldier Action Request 71 5

6 Chapter 1 Introduction 1-1 The Adjutant General's (TAG) Mission Statement Maintaining Soldier strength is the number one priority of the New Jersey Army National Guard (NJARNG). Unit readiness and preparedness, hence mission accomplishment, are difficult to achieve if units do not maintain appropriate manning levels. First Line Leaders (FLLs) and commanders at every level are responsible for retaining trained Soldiers so the NJARNG can accomplish its assigned state and federal missions. The intent of this document is not to suggest that commanders should coddle Soldiers. In fact, surveys and Strength Management Attrition Model (SMAMs), see Chapter 6, provide clear data on what our first term Soldiers think about the NJARNG and clearly indicate that they joined because they want and enjoy the discipline associated with the armed forces. However, discipline, like that administered to your children, goes hand in hand with caring for the Soldier. To do both successfully requires skill, tools and training. Commanders, FLLs and Full-Time Support Force (FTSF) Soldiers who do not possess the skill, use the tools, or seek the training, have low retention and high attrition rates in their units. This is unacceptable and all leaders are responsible for fixing it. 1-2 The Attrition and Retention Management/Strength Management Program (for the rest of this document referred to as "Program") This program is designed to provide unit commanders with explicit tools to accomplish the strength management mission. It is not the only solution. Commanders at all levels must supplement this program with unit specific initiatives and SOPs. Further, the guidance outlined in this program is NJARNG specific. This program does not repeat information provided in other documents. 1-3 Use of this program This retention program is broken down into specific chapters. Each chapter is a standalone retention system. The intent of each system is fully explained in the chapter itself. However, Chapter 2 is the "meat" of this program. It provides specific tasks for which we have assigned ownership, by duty position, and that the NJARNG chain of command must accomplish. It is in a matrix format. Therefore, every Soldier in an identified duty position must read and keep a copy of this program in their possession or personal library. It is a framework for the continuous application of the day-to-day requirement of caring for our Soldiers and their needs. Chapter 2 also leads task owners (explained in par 2-1) to other chapters (or systems) in this program. 6

7 1-4 Design of this program This program was developed with input from Soldiers representing every Major Subordinate Command (MSC) in the NJARNG. We designed it in a Total Quality Management forum. It is a tool designed by users, for users. It is not a policy subject to selective compliance. This program is designed to fix responsibility for retention tasks on specific individuals instead of stating, "the commander is responsible for everything." This will preclude us from not knowing who is responsible for what as far as retaining our Soldiers is concerned. 1-5 Administrative instructions Use of the pronouns he, him, and his are used throughout this program to prevent having to use he/she or him-his/her. This is not a reflection of any gender bias. In this program, word use such as "will" and "must" means that The Adjutant General is directing that whatever is being discussed is not optional; it is an order. Word use such as "may," "can," "should" and "could" designate portions of the program that are left up to a commander's discretion, though highly encouraged. 7

8 Chapter 2 Duties and Responsibilities 2-1 Intent of this chapter This chapter identifies mandatory retention tasks. It provides an alphabetical listing of these tasks. The tasks are then broken down into component sub-tasks. Each task or sub-task has an "owner". A National Guard Soldier s duty position designates him as the owner. If a commander does not have a Soldier (owner) in a position listed in this program, the commander is still responsible for completing all tasks. Therefore, all commanders must ensure that they identify an owner for each task and sub-task. If this program does not address a commander's specific situation and needs, he will designate an owner for each listed task and sub-task. The designation of the task owner will be in writing in a unit retention SOP. Commanders may make pen and ink changes directly to this chapter when creating their unit SOP. This will preclude the necessity of commanders having to create their own document. Simply make the changes to this chapter and make it part of the company's specific retention SOP. The intent is to identify owners of specific tasks, not to create more paperwork. However, commanders at all levels can only make changes to those tasks having related owners who are subordinate to them. Commanders will not make changes to tasks for which they have no control. The requirement for completing all of the tasks greatly outweighs the relevance of who is completing them. 2-2 Layout of this chapter a. This chapter is broken down into two parts: Part 1 - The task/owner matrix (Table 2-1): The matrix consists of all mandatory retention tasks shown down the left column of Table 2-1. The owners of all of the tasks are shown in the top row of Table 2-1. The Xs in all corresponding columns and rows identify a role in task ownership. Part 2 - The task and sub-task breakout and the role of the owner: Each retention task consists of sub-tasks. The role of each owner for any task or sub-task is specifically described in this portion of the chapter. b. The retention tasks are in alphabetical order. They are not in order of precedence. Each task in the far left column of Table 2-1 has an accompanying number. This is the page number location in the chapter, or a chapter itself, which describes the task and sub-task breakout. It is provided for easy cross-referencing. 8

9 2-3 Use of this program Each task owner will have a copy of this program. The task owner should identify his position on the top row of Table 2-1. Take a highlighter, and highlight the entire column beneath the owner's designated duty position. Any corresponding row and column position that contains an X signifies that the owner has a role in that task. If a commander does not have a Soldier (owner) in a designated position in the top row of Table 2-1, he must assign someone the responsibility of completing the task, in writing, as stated earlier. 2-4 Adding tasks The Adjutant General strongly encourages commanders at all levels to develop unit specific retention tasks not identified in this program. Each unit has its own unique mission and lineage. This program is the foundation of unit commander sponsored initiatives. If commanders identify successful supplementary tasks, they should provide them to the Recruiting and Retention Commander (RRC) Recruiting and Retention Battalion, and place them in the appropriate unit level SOP. The RRC will analyze them for possible inclusion in this regulation. If this is not appropriate, the RRC may provide the supplementary information to other commanders via another forum (i.e., the battalion commander's monthly mailing or at a TAG commander's call). 9

10 Admin Support for Retention Documents Pg 4 x x x ADURNCO Training Ch 8 x x x x x x x x x x AT & IDT Retention Planning Pg 4 x x x x x x x x x x Attendance Improvement Ch 5 x x x x x Career Counseling Ch 4 & para 7-2 x x x x x Contact Soldiers Prior to Drill Pg 5 x Education Benefits Pg 5 x x Establish Retention Guidance Pg 5 x x x x x Evaluation of Retention Environment Pg 5 & para 7-2 x x x x x x DEOMI Unit Climate Profile x x x x x x x x FLL Attrition Mgmt Training Ch 8 x x x x x x x x x x FTSF Retention Training Ch 8 x x x x x x FTSR & RNCO Training Ch 8 x x Greet New Unit Member Ch 3 & Pg 5 x x x x x x x x x Interstate Transfers Pg 6 x x x x Recruit Sustainment Program Ch 8 x x x x x x x x Reenlistment Ceremonies Pg 8 x x x x x Resourcing for Retention Pg 8 x x x x x x x Retention AARs Pg 8 x x x x x Bulletin Boards Pg 8 x x x x Retention Tools Ch 7 x x x x x x x x x R&RFTSF & Staff Liaison w/units Pg 8 x x x x x x x Sponsorship Ch 3 & para 7-2 x x x x x x x x x x x x x Sponsorship Training Ch 8 x x x x x x x x x x x x x Supervise ADURNCO & Officer Pg 9 x x x x Unit Newsletter Pg 9 x x x x Unit Retention Act. w/ Mil Installations Pg 9 x Use of ETS Roster Pg 10 x x x Use of Features & Benefits Binder Para 7-6 x x x x TASK REF TAG MSC CDR BN CDR CO CDR CSM (All Levels) 1SG DPCS G3 PAO CHAPTER 2 PART 1 TASK/OWNER MATRIX OWNER ALL STAFF DIRECTORIES DOL RRC RRC OPS RET FTSR & RNCO RCT-IST COORD ESO MSC ADRO S1 S3 S4 FLL Recruit Sustainment Program (RSP) ADURNCO SPONSOR FTSS/FTS REDNCO (All Levels) SUPPLY NCO MPT FTS ADMIN SPEC 10

11 Chapter 2: Table 2-1, Part 2, Task Breakout Administrative Support for Retention Documents ADURNCO Identify potential ETS Soldiers 6 months out. Get paperwork together for re-enlistment or extension and provide to commander at 90-day NJDMAVA Form 1315 interview. Upon Reenlistment/extension initiate new 1315 card for E-5 and below. Review eligibility and determine if any bonuses are applicable. Administrative Specialist or MPT Type paperwork for extension and other applicable forms (bonus, certificate, NOBE form, etc.). ADURNCO Training (see Chapter 8) Annual Training (and IDT) Retention Planning RRNCO Assist with development of retention block plan for Annual Training (AT). Assist family support coordinator with providing post-at activities. Review retention program. Provide level of support (time "on-the ground") to unit as designated by RRC. Provide retention services as per unit needs. RRC Coordinate with commanders and approve RRNCO AT support requests. Provide any available AT resources for AT team building activities G-3 Ensure units receive vehicles in support of retention activities regardless of TOE/TDA authorization. G-1 During AT, coordinate Soldier s college registration requirements between units and all schools our Soldier s attend (if conflicts arise). 11

12 PAO Provide media coverage for Annual Training. ADURNCO Develop retention activities with the company commander. Submit transportation requests to battalion ADURNCO. Complete signature cards to draw equipment at installations. Bring retention related documents and conduct career-counseling interviews. Coordinate Soldiers morale activities (i.e. PX, ball fields, company picnic, set up and operate retention center, etc.). Disseminate morale activity information. Ensure that you complete individual training requirements. Battalion ADURNCO Develop retention activities with the battalion commander. Submit transportation request to battalion S4. Complete signature cards to draw equipment at installations. Coordinate Soldiers morale activities (i.e. PX, ball fields, Bn/Co. picnics, set up and operate retention center, etc.). Conduct retention related training. Brief and obtain approval for retention AT block plan. Coordinate with installations for support of retention activities. S4 (all levels) Process, coordinate and provide vehicles for ADURNCO use at AT, regardless of TOE/TDA authorization. Commanders (at all levels) Develop retention policies for AT. Resource retention activities. Require and approve retention block plans. Ensure primary function of ADURNCO is concentrated on providing unit retention functions/activities during AT. The secondary function of the ADURNCO is MOS performance. When requesting RRNCO support, submit a plan for their projected duties and responsibilities. Attendance improvement (see Chapter 5) Career Counseling (see Chapter 4) 12

13 Contact Soldiers Prior to Drill First Line Leader (FLL) Contact Soldiers identified as potential problems prior to each drill. Education Benefits Education Servicing Officer (ESO) Write a training program to train RRNCOs and the FTSF. Provide Army Continuing Education System (ACES) training to the RRNCOs and the FTSF. Send continuous and current updates for the Education Services Brochure and Booklet to the RRC. Provide ACES guidance to the unit level upon written request. Assist Commander s, FTSF, and ADURNCO s in addressing unresolved issues that Soldier s have with their education benefits. Ensure Soldiers benefits eligibility data is input and updated in required personnel systems. RRNCO Receive training and stay current on ACES program. Ensure new Soldiers are offered only those benefits they are eligible for and supporting enlistment documents properly reflect those benefits. Train units on ACES programs during weekend drills. FTSF/Administrative Specialist Process all required education documents and forward to appropriate and responsible agency as per the Education Services Brochure Booklet (See Chapter 7, Retention Tools). Soldiers Unit Chain of Command Know which Soldiers are utilizing Education Benefits and or attending school. Know where to find information and get assistance for all Education Benefits as per the Education Services Brochure Booklet. 13

14 Establish Retention Guidance TAG Establish overall retention goals. Establish strength management program. Direct RRC to track retention data. Allocate resources for retention. Make specific bullet comments regarding retention on all NCOERs and OERs. Direct an annual strength management brief-back from subordinate commanders. RRC Write, maintain and post changes to retention related documents. Develop tools to track success and failure of unit strength management. Commanders (at all levels) Establish overall retention goals. Establish strength management program. Allocate resources for retention. Make specific bullet comments regarding retention on all NCOERs and OERs. Direct an annual strength management brief-back from subordinate commanders. Take a personal, active role in retaining individual Soldiers. Evaluation of Retention Environment Commanders (any level) Assemble a retention assistance team to assess the retention environment at any level. Assessment will be made at the request of commanders at all levels. Plan for and implement actions to correct unit retention deficiencies. RRC Assemble a retention assistance team to assess the retention environment at any level. Perform assessment at either the request of the commander (all levels) or at TAG or RRC discretion. FLL Attrition Management Training (see Chapter 8) FTSF Retention Training (see Chapter 8) 14

15 RRNCO Training (see Chapter 8) Greet New Unit Member (also, see Chapter 3, Sponsorship) RRNCO Initiate NJDMAVA Form , New Enlistment Notification, and make part of Enlistment Packet for Military Entrance Processing Station (MEPS). Will track new Soldier until they ship to BCT/AIT. If the Soldier is a STO then the RRNCO will track Soldier until completion of AIT. Will contact (NPS/PS) Soldier upon completion of their first unit drill after Gold Phase at the RSP (see Chapter 8). They should display a caring attitude to the Soldier and to identify and help resolve any Soldier issues. Recruit Sustainment Program (RSP) See Chapter 8 FTS Readiness NCO or Administrative Specialist or FTSS Initiate NJDMAVA Form R, Sponsorship Checklist, and complete all requirements. Add new Soldier to the Alert Roster. Provide a friendly reception when first introduced to new Soldier and answer any questions. Obtain PS Soldier s uniform measurements from the RSP if Supply Sergeant is not available. Confirm and, if necessary, coordinate IDT transportation requirements (i.e., Section SGT notification or carpooling arrangements). When you complete requirements of NJDMAVA Form R, give it to the ADURNCO. Above all, MAKE THE SOLDIER FEELS LIKE HE OR SHE IS PART OF A CARING TEAM! Supply Sergeant Obtain PS Soldier s uniform measurements from the RSP and order uniforms immediately. Provide the Soldier his uniforms and unit patches by the morning of his first unit drill. Assist the Soldier in procuring the proper name tags for his uniforms. ADURNCO Receive NJDMAVA Form R, Sponsorship Checklist, from FTS Readiness NCO. 15

16 Obtain, review, discuss with the commander, and file the new NPS Soldier s initial NJDMAVA Form 1315, Career Counseling Card, initiated at Co A/RSP. Welcome new Soldier to the unit. Introduce Soldier to the unit leaders. Introduce and hand-off new Soldier and NJDMAVA Form R, Sponsorship Checklist to the sponsor appointed by the commander or 1SG. Monitor and track Sponsorship Program for the First Sergeant using the NJDMAVA Form R Sponsorship Log and track the Sponsorship Checklist to ensure the sponsor and other task owners are completing the list. Report to the 1SG any positive or negative occurrences regarding the new Soldier s status. Battalion commander Seek out new Soldiers through the company commanders. Attend or ensure the battalion is represented by senior battalion leadership at the monthly Co C/RSP to unit hand-off. Battalion CSM Seek out new Soldiers through the 1SGs. Should attend the monthly Gold Phase/RSP to unit hand-off (or send a senior NCO each month to represent you. Interstate Transfers (IST) RCT-IST Coordinator Initiate and distribute NJDMAVA Form Ensure FTSF starts sponsorship process using NJDMAVA Form R (also, see Chapter 3). FTSS or FTS Readiness NCO Begin sponsorship process using NJDMAVA Form R (also, see Chapter 3) Initiate a Soldier training folder and file NJDMAVA Form Make copies of the NJDMAVA Form for everyone who needs one. Update the unit DA Form 1379 and Unit Manning Report (UMR) by pen and ink change, posting the names of the new Soldiers. 16

17 Re-enlistment Ceremonies Commanders (all levels) Provide a ceremony in a timely and appropriate manner that will recognize Soldier re-enlistments. The ceremony may and should be concurrent with other award proceedings (i.e., awarding medals). The prescribed ceremony should be SOP. S1 or MPT (all levels) Track re-enlistments. Provide framed, typed, re-enlistment certificates to the commander for presentation to the Soldier. Resourcing for Retention TAG Allocate maximum possible resources to retention efforts and activities. Determine need and direct commanders to provide FTS and traditional cadre to the RSP. Commanders (all levels) Provide resources such as time, vehicles, equipment, facilities, office-space, phones, personnel, etc., to support your retention efforts. Request and use additional vehicles for "attendance improvement team" activity (see pars 5-2, b. and 7-13) and AT Retention Planning (see task this chapter). Provide Soldiers to support the RSP traditional cadre and FTSF as necessary. RRC Provide to units the services of the RRNCO for retention planning, guidance and assistance. The Director of Logistics (DOL) Ensure that all units receive vehicle/transportation support during IDT and AT for Retention NCOs and retention activities. This support is for vehicle requirements other than that already allocated by a unit TOE/TDA. 17

18 Retention AARs - Sponsorship AARs 1SG Responsible for gathering information from sponsored Soldiers. Recommended each drill. Retention AARs Commanders (all levels) Share with the RRC any success or challenges pertaining to retention activities. Training AARs Include both the positive and negative effects the current training had on retention. FLL (at all levels) Include both the positive and negative effects the current training had on retention. Retention Bulletin Boards MSC/battalion commander Require each commander in each armory to have a retention bulletin board. Company commander Provide a retention bulletin board in the armory. ADURNCO Maintain the retention bulletin board. Retention Tools (see Chapter 6) R&RFTSF, Liaison with Units & Commanders Commanders (all levels) Allow and encourage all R&RFTSF Soldiers to drill with and attend meetings with your unit(s). Give the R&RFTSF recruiting leads and information on successful retention initiatives. Receive subject matter expert (SME) guidance concerning establishing R&R programs and initiatives. 18

19 RRC Attend drills and unit meetings (especially battalion and brigade level) to establish a mutually beneficial rapport with units. Direct RRNCO to attend drills and unit meetings to establish a mutually beneficial rapport with units. Provide subject matter expert guidance concerning the establishment of R&R programs and initiatives. Schedule RRNCO to attend AT with units for a mutually agreed upon length of time. RRC OPS RET Attend drills and unit meetings (especially battalion and company level) to establish a mutually beneficial rapport with units. Provide SME guidance on establishing R&R programs and initiatives. RRNCO Attend drills and unit meetings (especially battalion and company level) to establish a mutually beneficial rapport with units. Provide SME guidance on establishing R&R programs and initiatives. Attend AT with units and commanders for a length of time mutually agreed upon between battalion level commanders and the RRC. Sponsorship (See Chapter 3) Sponsorship Training (See Chapter 8) Supervise ADURNCO and Officer This position includes the "Additional Duty" Unit/Battery/Troop/Company Retention NCO (ADURNCO) and the MSC Additional Duty Retention Officer (ADRO) (see par 7-2) Battalion/Company commander Make the primary duty "Retention" for the ADURNCO. Commander must allow the NCO to meet his EPS requirements. Make term of duty minimum 2, maximum 3 years. TOE/TDA supervisor is the NCOER Rater, who concentrates on EPS related duties and requirements. The battalion/company commander will be the Senior Rater. 19

20 MSC commander Assign on orders, an Additional Duty Retention Officer to act as a primary retention supervisor. Assign the TOE/TDA supervisor as the OER Rater. MSC Commander will be the Senior Rater. Make term of duty minimum 2, maximum 3 years Unit Newsletter TAG Ensure financial resourcing for unit newsletters. FTSS Ensure production and distribution of unit newsletter. Company Commander Ensure you provide a newsletter to the Soldiers Content will include, at a minimum: o Scheduled drill date and location o Training highlights o Uniforms o Commander's retention comments o Time of formation o 1SG Comments Ensure appropriate use of social media as alternative to unit newsletters Unit Retention Activities with Installations ADURNCO Coordinate installation services/activities for the command's retention program. Use of ETS Roster 1SG Identify potential future re-enlistment problems MPT Produce an ETS Roster once a month with ETS dates for the next 6 years and distribute to the other owners of this task. 20

21 ADURNCO Validate the NJDMAVA Form 1315 Career Counseling Card suspense file. Crosscheck this roster when selecting Soldiers for their retention interviews (do not miss anyone!). Use of Features and Benefits Binder (see para 6-6) 21

22 Chapter 3 Soldier Sponsorship 3-1 Purpose The Sponsorship Program is designed to allow for the proper assimilation of a new Soldier into a NJARNG unit. Sponsorship is more than the administrative requirements set forth in this chapter. It is a program to welcome and show a new Soldier that he has joined a team that cares for him and wants him to be a proud member of the unit family. A well-orchestrated Sponsorship Program provides a positive first impression of the unit, its leaders, and the NJARNG. 3-2 NJDMAVA 1315 forms ("R" forms are reproducible, see Appendix A) NJDMAVA Form 1315 Career Counseling Card (see Chapter 4) NJDMAVA Form New Enlistment Notification (see Figure 3-1, 1 Feb 00). NJDMAVA Form R Sponsorship Program Checklist (see Figure 3-2 and Appendix A, 1 Feb 00) NJDMAVA Form New Soldier s Responsibility Checklist (see Figure 3-3, 1 Feb 00). NJDMAVA Form R Sponsorship Log (see Figure 3-4 and Appendix A, 1 Feb 00). 3-3 Duties and Responsibilities a. The following task owners have specific responsibilities as annotated on the NJDMAVA Form 1315 series forms. The flow, use, description, and pictures of these forms are at Figures 3-1 through 3-4. The reproducible NJDMAVA R series forms are also included at Appendix A. The following task owners will: G1 Immediately upon enlistment and then accession, attach all new NPS Soldiers to RSP until after the Soldier completes BCT and AIT. After BCT and AIT and after one drill at RSP, detach the Soldier back to the Soldier s originally assigned unit. RRNCO A Soldier s first drill is not with the unit of assignment. Complete the NJDMAVA Form and make proper electronic distribution. Provide sponsorship training to units as per Chapter 8. Evaluate unit Sponsorship Program and provide findings to unit 1SG. 22

23 RSP MISSION: The mission of the RSP is to accept, welcome, integrate, and process qualified applicant and prior service Soldiers into the New Jersey Army National Guard (NJARNG) Family. For details concerning RSP and the Sponsorship Program, see Chapter 9 of this handbook. Command Sergeant Major (any level or assigned battalion rep) Attend the Co C to RSP Hand-Off each month; unit to Soldier Sponsorship begins here. Give new Soldiers a briefing regarding all the Soldiers must know about their unit to include first unit drill date and location (see paragraph 9-6 of this Retention Handbook). Notify subordinate unit 1SGs of new Soldiers about to attend the next drill with the unit. First Sergeant (1SG) Is responsible for the unit's Sponsorship Program. Appoint a sponsor (see criteria par 3-4) for each new unit Soldier (new Soldiers include NPS, PS, 1ST, ISR, RCT and NJARNG intra-unit transfers). Notify the FLL, ADURNCO, and the sponsor of the sponsorship appointment. Track completion of sponsorship process by utilizing the ADURNCOs NJDMAVA Form R Sponsorship Log. Train unit sponsors as part of the NCODP program (see Chapter 8). Welcome the new Soldier to the unit sometime during the Soldier s first drill. Call the RSP about a Soldier if a Soldier does not arrive when the unit anticipated the arrival. Ensure all task owners complete the requirements of the Form R. File the Form R in the Soldier s training file when you say the Soldier is done sponsorship. Company Commander Occasionally visit unit Soldiers (or periodically send a representative) while the NPS or STO Soldiers are training in the RSP. Welcome the new Soldier to the unit sometime during the Soldier s first drill. Complete the requirements of the new Soldier s NJDMAVA Form 1315, Career Counseling Card (see Chapter 4 of this Retention Handbook). Review the NJDMAVA with the Soldier during the initial Form 1315, Career Counseling Card interview. Give both completed cards back to the ADURNCO for filing when complete. 23

24 FTSS Ensure all new Soldiers are properly greeted at their new unit if a Soldier visits the unit during normal business hours (Monday through Friday). The philosophy the FTSS will adopt and enforce is that nothing is more important or has a higher priority than welcoming the new Soldier on their first meeting with the unit. FTS Readiness NCO Begin sponsorship by initiating NJDMAVA Form R. If the Supply NCO is not available, take the PS Soldier s sizes and order his uniforms for wear on the new Soldiers first unit drill. Receive NJDMAVA Form , New Enlistment Notification, from Soldier s recruiter and make copies for all key personnel in the unit (commander, 1SG, Supply NCO, FLL, ADURNCO, etc.) so everyone knows the unit is getting a new Soldier. Initiate a Soldier training and/or administrative file for the Soldier s unit records. When you receive the NJDMAVA Form , initiate the NJDMAVA form R, Sponsorship Checklist, Complete header blocks #1, 2, and 3, and then give it to the ADURNCO with his copy of the NJDMAVA Form , New Enlistment Notification. Update the Alert Roster and "pencil post" the UMR and DA Form 1379 with the new Soldier s information. Ensure the Soldier s first drill is in the appropriate company of the RSP (see Chapter 9 of this Retention Handbook, the right company in RSP depends on the Soldier s enlistment or transfer status when entering the NJARNG). When you receive additional Soldier information from the RSP (clothing records, enlistment packets, training data, education info, Sure Pay documents, delay in training, etc.), ensure you notify or provide information to anyone who needs to know and file the information appropriately, if necessary. If the Soldier has a training or arrival delay, notify the ADURNCO and the 1SG. Input request for qualification school into ATTRS if applicable. ADURNCO Track the Sponsorship Program for the 1SG on NJDMAVA Form R and complete the requirements of NJDMAVA Form R. Enter all known information from the NJDMAVA Form onto your NJDMAVA Form R, ADURNCO s Sponsorship Log. Get the sponsor s name from the 1SG for the Log and block #4 of the Form R. Keep the NJDMAVA Form R, Sponsorship Checklist until you receive the new Soldier for their first unit drill after the Gold Phase/RSP to unit hand-off. Welcome new Soldier to the first drill and introduce to the Soldier s sponsor. Tell the sponsor to ensure everyone completes the sponsorship requirements IAW the Form R and then return the Form R to you. 24

25 Prepare a NJDMAVA Form , Soldier s Responsibility Card and give it to the commander. Have the commander explain the purpose of the card to the Soldier. File it in Soldier s training folder when complete. Prepare new Soldier s NJDMAVA Form 1315, Career Counseling Card, and follow its instructions. Have the commander complete this interview at the same time he explains the Form Card. Provide the new Soldier unit drill and annual training dates. Provide the new Soldier all the names and phone numbers of everyone he may need to contact. Provide the FTS Readiness NCO any updated Alert Roster information (e.g., changed address). Track the Form R and ensure sponsor gives it back when all requirements are complete. Notify 1SG when all task owners complete this form. When the 1SG says the Soldier is done sponsorship, annotate this on the NJDMAVA form R, Sponsorship Log and notify the Soldier that sponsorship is complete. Explain to the new Soldier all the features and benefits of the NJARNG as per the specific resource websites. Assist the sponsor and new Soldier with applying for and/or obtaining any of our features and benefits. FLL and or Sponsor Must care for the new Soldier entrusted to him as a leader. The FLL has, by far, the greatest responsibility to the new Soldier and his proper handling. The FLL must uphold the military tenets of trust, discipline, courtesy, honor and duty by taking care of his Soldiers. The FLL has overall responsibility to report to the 1SG if any of the other sponsorship players do not perform their tasks to an acceptable and caring standard. Of course, this same level of responsibility extends beyond sponsorship and throughout the career of the FLL and the Soldier; also: Call new Soldier prior to his first unit drill and tell the Soldier the name of his sponsor (should be the FLL if practical). Record new Soldier information into an NCO Handbook. Attend first formation with Soldier. Stay with the Soldier and tour the facilities, make introductions, and ensure the Soldier is made part of the team. Answer questions and resolve any Soldier issues requiring attention. Ensure all task owners initial, date, and complete all requirements of the Form R, when applicable. Review future training, unit, and family support events. Discuss all of the issues presented on the NJDMAVA Form , Soldier s Responsibility Card. Give this form back to the ADURNCO when all tasks are complete. 25

26 Supply NCO Follow the requirements of the NJDMAVA Form R. Take the PS Soldier s sizes (already completed by RSP), order his uniforms and pick them up for wear on the new Soldier s second drill (but first with the unit). Start a clothing/supply file for the new Soldier when the FTS Readiness NCO provides you a NJDMAVA Form , New Enlistment Notification. Obtain Soldier s clothing records or request for uniforms from the RSP and provide new uniforms, if applicable. Order protective mask prescription inserts if applicable. Obtain Soldier s uniform nametags, patches, and brass and give to Soldier when applicable. Issue OCIE, protective mask, weapon, and any other required equipment. b. The sponsor must accompany the Soldier through completion of the sponsorship process. Even if a Soldier drills straight through the Sponsorship process, it may take a couple of months to complete the program. The sponsor must provide the Soldier a continuous link until the program is complete and the Soldier is comfortable with his new unit and surroundings. Under no circumstance will the sponsor allow a new Soldier to be left on his own without guidance and direction. c. The Soldier must complete the requirements of NJDMAVA Form The commander, 1SG, FTSF, ADURNCO, FLL, and/or sponsor must all ensure that the Soldier completes and understands the requirements and expectations of the form and the NJARNG. 3-4 Sponsor selection criteria; the sponsor: Should be the new Soldier s FLL. This will ensure that the FLL takes an active role in a new Soldier s orientation. It will also establish the authority of this NCO or team leader. Will be in the same Career Management Field (CMF) and should have the same MOS. Will be a unit member for at least one year. Will not have a history of unauthorized absences. Must be a motivated and model Soldier. Must not be Flagged for APFT or weight control. Must be in the same section, or squad. Must be sponsor trained as per Chapter 8. Must be available for the duration of the sponsorship process. 3-5 Duration of the Sponsorship Program for a Soldier The program will last until the Sponsorship Program Checklist (NJDMAVA Form R) and the New Soldier Responsibility Checklist (NJDMAVA ) are complete and the 1SG feels the Soldier no longer requires a sponsor. 26

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31 ADURNCO SPONSORSHIP LOG SOLDIER NAME/RANK SPONSOR NAME/RANK DATE ATTEND 1ST DRILL CDRS 1315 INTERVIEW COMPLETE ENROLLED IN NJNGTP R RETURN DATE SPONSORSHIP COMPLETE NJDMAVA FORM R 1-Jan-13 31

32 Chapter 4 Career Counseling Card, NJDMAVA Form Intent This card is designed to give the unit commander and ADURNCO a schedule to conduct interviews. It is a historical record of a Soldier s thoughts on the unit and his intent to make the National Guard a career choice. At each interview, the commander or ADURNCO should determine whether or not the Guard and the unit are addressing the Soldier s needs and aspirations. It is extremely important to clearly express these thoughts and concerns on the card. This is because the Soldier could spend years in the same unit, while the commander and ADURNCO (the interviewers) will rotate. Additionally, the interviewers must identify and attempt to correct or provide solutions to concerns identified in the interviews, before the issues become problems. 4-2 Instructions The instructions are clear on the card. It is important for the ADURNCO to establish a suspense file to track the Soldier interviews. Each ADURNCO will maintain a standard file box to hold the cards and the suspense system. The interview schedule drives the suspense system, not the ETS. Each ADURNCO must establish an index to help maintain organization. An ETS, or some other form of roster, may help facilitate this need. Commanders must direct company or battalion administrative support Soldiers to provide the ADURNCO with current and continuously updated rosters for ADURNCO use. 4-3 NJDMAVA Form 1315 interview schedule logic The schedule is aligned with dates research has confirmed are critical career phases. Historical data has proven that we reenlist 85% of Soldiers completing their first tour of duty. However, an astounding and unacceptable 80% of our Soldiers never reach their first ETS. The interview dates are designed to provide the interviewers a dialogue with the Soldier at critical time-frames. Commanders may choose and are strongly encouraged to conduct all interviews. This will give the unit Soldier quality one on one time with the commander during critical phases in his career. In any case, follow the schedule as depicted on the card (see Figure 4-1). 4-4 Interview time-frames a. The first interview will properly welcome a new Soldier to the NJARNG. The ADURNCO will confirm that the commander or 1SG have appointed a sponsor and will write this down on the NJDMAVA Forms 1315, R and R (see chapter 3). The ADURNCO will show the new Soldier the Features and Benefits Binder. The ADURNCO and commander will review (for historical issue identification) the NJDMAVA Form 1315 completed when the Soldier 32

33 was at the RSP. The ADURNCO and commander will note and discuss any issues or aspirations that have changed since enlistment. The unit should start a new card whenever a Soldier transitions from one unit to another. Attach the old card to the new card for historical recall. b. The unit commander will conduct the second interview. He must explore the new Soldier s career goals and identify anything he or his staff can do to make them a reality. During the commander's first interview with the new Soldier (the second interview with the unit), the commander will also discuss the intent and requirements of the NJDMAVA Form , Soldier s Responsibility Card. Give both cards back to the ADURNCO for filing when the interview is over. As an example, the commander should talk about the following during the first interview: NCOES and EPS and getting promoted. Correspondence Courses. Civilian education encouragement. APFT and weapons qualification. How to achieve and attain state and federal awards within the command. FTS Vacancy Announcements (AGR, Federal Technician, and NJDMAVA State opportunities). The unit mission and goals (both federal and state), mobilization issues, and the necessity to keep the unit informed of Alert Roster changes to be able to respond and support the assigned missions. The Soldier s family, employment, and educational goals and how the Guard effects them, both positively and negatively. The unit family support program. The Employee Support of the Guard and Reserve (ESGR) program. Officer Candidate School (OCS) and Warrant Officer program requirements. The various associations supporting the NJARNG and how the Soldier can participate. If a Soldier is looking for civilian employment, perhaps the commander can set up a network within the command between prospective employees and employers. Anything else mutually beneficial to the unit and the Soldier. c. One year from the commander's interview, the ADURNCO (or commander) will conduct the third interview. The interview must identify any issues the Soldier would like someone to address. The ADURNCO must use good judgment and help the Soldier to resolve anything that may be bothering him. It is important to document and resolve issues to establish credibility that we care about our Soldiers (use a tool like the "Soldier Action Request" in par 7-11 and Appendix C). d. Two years from the commander's interview, again, the ADURNCO (or commander) will conduct the fourth interview. This is historically the time that we lose most first term Soldiers because they are not getting what they expected 33

34 when they signed up. It is critical to identify any issues the Soldier would like someone to address. The ADURNCO must use good judgment and help the Soldier to resolve anything that may be bothering him. It is important to document and resolve issues to establish credibility that we care about our Soldiers (again, use the "Soldier Action Request in par 7-11 and Appendix C). e. The commander or ADURNCO will use the last two scheduled interviews to reenlist the Soldier at ETS. 4-5 Disposition of card a. The commander or ADURNCO will use the last two scheduled interviews to reenlist the Soldier at ETS. b. When a Soldier has re-enlisted, start this process over again as per the instructions on the card. If the Soldier is E5 (SGT) or below, staple the original NJDMAVA Form 1315 card to the new one and place them both back into the ADURNCO's suspense system. c. If a Soldier leaves one NJARNG unit for another, a FTSF Soldier or the ADURNCO must ensure that the new unit gets the Soldier s current NJDMAVA Form 1315 card from the originating unit. 4-6 Responsibility of ADURNCO The ADURNCO must prod his commander (be a thorn in his side) to conduct the interviews as scheduled. He must also identify Soldier concerns, challenges or problems by having the appropriate person resolve whatever issue the Soldier has identified. Use the "Where to go to find an answer to your question matrix" (see par 7-12 and Appendix D). The example matrix identifies whom the ADURNCO or FLL should see, in a logical numbered order, to resolve an issue. Units should use a system such as this so that if a FLL does not get "customer satisfaction" from the first point of contact (POC), he can go to the second, and so on. The ADURNCO must have the courage to tactfully force the chain of command to take care of our Soldiers. 4-7 Responsibility of the commander You will conduct your scheduled interviews. You must document the conversation clearly so that your successor(s) has (have) a valid Soldier history. You must use and heed the advice of the 1SG, FLLs and the ADURNCO who may know better than you the attitudes and feelings of the unit Soldiers. You will resolve Soldier issues and concerns by following up on the problems a Soldier presents to you in the interview. 34

35 4-8 Responsibility of the RSP White Phase will initiate a Career Counseling Card, NJDMAVA Form 1315 for all new Non-Prior Service (NPS) Soldier s entering the company as attached Soldiers. The will conduct his interview(s) IAW this chapter. Blue Phase and Green Phase will ensure Gold Phase receives the Career Counseling Card, NJDMAVA Form 1315 when the Soldier ships to AIT. A Gold Phase representative will provide this document with any other Soldier records to the Soldier s unit of assignment immediately following the Soldier s last drill with the RSP (for further detail see Chapter 8). 35

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37 Chapter 5 Attendance Improvement 5-1 Intent a. This chapter is designed to provide commanders suggestions and alternatives to improving the attendance of Soldiers absent from drill. This is necessary because a FLL, 1SG, or commander will often overreact to a Soldier absence and immediately give the Soldier a Code "U" (unsatisfactory participation) on the DA Form 1379 and then follow-up with an "Unsatisfactory Participation" letter. The code "U" may be appropriate; however, it is not the first step. This chapter will explain to you a three step process for attempting to resolve a potential Soldier or unit problem before reaching the code "U" step. b. Often a family, education or employment requirement (the "big three") causes our Soldiers to make choices. Considering that the National Guard is a part-time job, being a drilling guardsmen may have a lower priority in a Soldier s life than the big three requirements stated above. If this is true, we will compound the problem if our initial reaction to an absence is an "Unsatisfactory Participation" letter. If the Guard is contributing to a Soldier s difficulties, an "Unsatisfactory Participation" letter will only make the situation worse. c. Further, a Soldier may have had an issue without any Guard involvement or culpability (e.g., overslept on Saturday morning). Having done so could cause a young Soldier to feel guilty and/or embarrassed and unsure how to deal with not being in formation. Their training has conditioned them never to be late. If the Soldier feels that his mistake will cause him to automatically be dealt with harshly, he may choose to avoid the situation totally, and not show up at all; and then the situation "snowballs" in a negative direction from there. The Soldier and the unit are forced to make choices without proper information. The only way to obtain the data necessary to make good choices is to have an open, honest and caring line of communication between the Soldier and the chain of command. Remember, don't assume anything! We recommend the following three-step course of action to attempt to identify and then rectify a Soldier s absence. 5-2 Step One: Problem Solving This approach will provide the FLL, 1SG, commander or ADURNCO an opportunity to explore the cause of a Soldier s absence. The NJARNG may very well be causing conflict in a Soldier s life. If this is true, and the conflict outweighs the reward and benefit of being a guardsmen, the Soldier will not come back to drill. It is that simple. If units follow the philosophy and directives mandated by this step, Step Two and Step Three should not be necessary. The following is the approach a commander, 1SG or FLL will take when a Soldier misses drill, and has not habitually done so: 37

38 Initially, give the Soldier the benefit of the doubt. The NJARNG commitment may be causing turmoil in the Soldier s life. You won't know if you don't find out. Our research has proven that in many cases, the FLL may very well be the root cause of a Soldier s dissatisfaction. Therefore, the commander, 1SG or ADURNCO may have to substantiate an FLL explanation of a Soldier s absence. The FLL, ADURNCO, 1SG or commander will have a mandatory face to face meeting with the absent Soldier. This will take place at the most convenient time for all concerned, but preferably during the drill weekend. This may absolutely require a visit to the Soldier s current address. Commanders must establish this as per SOP (consider "Attendance Improvement Teams," presented in par 7-13). If transportation is a concern to perform this mission, request support for a vehicle with your higher headquarters. Keep a positive attitude. Show the Soldier that you are concerned with his circumstances. Display a caring attitude and earn the trust of the Soldier so that he is not compelled to deceive you or not call you if he cannot make drill. If a face-to-face meeting, despite every unit effort, cannot be arranged, send the Soldier a postcard or letter of concern. It must not be certified or return receipt requested. Give it a personal touch, rather than a negative "official language" military memo. Provide the Soldier the unit and home phone number of the commander, 1SG, FLL and/or ADURNCO (see the example personal letter at Figure 5-1) 5-3 Step Two: Corrective Action This approach will provide the FLL, 1SG, commander, or ADURNCO a method of correcting a Soldier for their continued unauthorized absences. We recognize that even after a unit's best effort to give the Soldier the benefit of the doubt; the Soldier may abuse the thoughtfulness of the command structure. Unit commanders are responsible for determining the difference between a Soldier with difficult circumstances and one who is undisciplined and abusing the system. The only way to make this distinction is by fully complying with Step One. Once the unit exhausts the requirements of Step One, begin this step: Make personal contact with the Soldier, again. If the face to face meeting is impractical or appears unnecessarily redundant, send a memo with firmer language (see example at figure 5-2). Make clear to the Soldier that he has a commitment to the unit and the team. This includes notifying the unit and making up drills when the Soldier anticipates an absence. Consider recalling the Soldier s OCIE and military uniforms. 38

39 5-4 Step Three: Disciplinary Action As a last resort, after the unit commander, 1SG, FLL, and ADURNCO have made every reasonable effort to salvage a Soldier s career, to no avail, complete the following: Initiate discharge procedures as per AR Retrieve OCIE and Military Clothing. Strongly consider reduction proceedings. 5-5 Duties and responsibilities Company commanders Establish an SOP to address the duties and responsibilities of each attendance improvement task. Ensure, at a minimum, that your SOP includes these tasks along with unit specific techniques and requirements. Establish a Soldier s home visit program to make personal "face to face" visits with Unsat Soldiers (consider developing a program like the tool at par 7-13). Complete the requirement in par 5-6 below. 1SG Identify Unsat (or, Code "U") Soldier. Direct FTS Readiness NCO or ADURNCO to send appropriate type Unsat letter (see Figure 5-1, 2, 3 and 4, or AR ). Maintain record of attendance improvement attempts for each Soldier in the unit. Complete the requirement in par 5-6, c., below. ADURNCO or FLL (commander's discretion per SOP) Initial contact of Unsat Soldier before end of first UTA. Solve or resolve reason for AWOL and schedule SUTA and/or report findings to 1SG. Document conversation or attempts to converse on a "Conversation Record"; provide to 1SG. Document attempted visits as per SOP. FLL If you or the ADURNCO do not make initial contact, you will try again on Sunday afternoon either by phone or by visiting the Soldier (commander's discretion). Request 1SG send appropriate type of Unsat letter to the Soldier, depending on the situation (see Figure 5-1, 2, 3 and 4). If contact is not made by close of business on the drill, contact the Soldier before the next drill as per commander's SOP. 39

40 Document attempted visits as per SOP. FTS Readiness NCO If commander or 1SG direct you to, attempt to call the Unsat Soldiers immediately following the drill. Send appropriate Unsat letter (see Figure 5-1, 2, 3 and 4) as directed by 1SG or Commander. Complete the requirement in par 5-6, c., below. 5-6 Mandatory attendance of Soldiers enrolled in NJARNG education programs a. If a Soldier is attending a New Jersey public institution of higher learning (e.g., a county community college or state university) and is using the New Jersey National Guard Tuition Program (NJNGTP, 12 free college credits via tuition waiver) and is not attending drill, the commander or his designated representative will call the State Education Services Officer (ESO). The ESO will call the college and have the Soldier billed for attendance or removed from school. This should improve the Soldier s drill attendance. b. To do so, each commander will maintain a roster of all Soldiers in the command taking advantage of and attending college on the NJNGTP. If a Soldier has drill attendance problems, the commander will inform the Soldier that he will call the college and have the college bill the Soldier for the classes he is enrolled in. This should give the Soldier greater incentive to attend drill. c. The commander, 1SG, or FTS Readiness NCO must provide a copy of the Commander's Certification to the ADURNCO so the ADURNCO can track Soldiers enrolled in the NJNGTP. The ADURNCO must make an entry into his NJDMAVA Form R, Sponsorship Log whenever a Soldier enrolls in the program, and keep copies of the Commander's Certifications to know what school the Soldier is enrolled in. d. If the ADURNCO notices a Soldier enrolled in the NJNGTP is having attendance problems, notify the commander and 1SG. The commander and 1SG will then get the Soldier back to drill IAW paragraph 5-6 a and b, above. 40

41 NEW JERSEY ARMY NATIONAL GUARD Unit Name, UIC Facility Name City, New Jersey, Zip-Zip+4 Office Symbol DD MMMM YYYY PFC U.R. Missing 123 Main Street Anytown, NJ Dear PFC Missing, I noticed you missed our training the past weekend. Your platoon and I are concerned about your absence. Is there a problem or situation that I need to be aware of? We want to work with you to help resolve this situation. Please give the First Sergeant or me a call at the armory on Wednesday night at (732) or feel free to call me at home at (908) You are important to our unit and the New Jersey Army National Guard. We need your active participation to help our unit and your platoon to accomplish our overall mission. You may contact and of the following individuals at home: First Sergant 1SG Smith (973) Platoon SGT SFC Jones (609) Squad Leader SSG Murphy (201) ADURNCO SGT York (856) We hope to hear from you soon, and see you at our next drill on Feb 2013 at Sincerely, CPT John L. Ribbons Commander, UNIT 41

42 NEW JERSEY ARMY NATIONAL GUARD Unit Name, UIC Facility Name City, New Jersey, Zip-Zip+4 Office Symbol DD MMMM YYYY MEMORANDUM FOR PFC Missing, U.R., 123 Main Street, Anytown, NJ SUBJECT: Letter of Instruction Unexcused Absence 1. Attendance Records for this unit indicate that you were absent from multiple unit training assemblies (MUTA) on January As per Army Regulation , Service Obligations, Methods of Fulfillment, Participation Requirements, and Enforcement Procedures, you are required to attend all scheduled unit training assemblies and annual training periods. In addition, you are required to participate in a satisfactory manner with regard to proper military appearance and performance of assigned duties. 3. Unless the absences indicated in paragraph 1 are excused, you will have accrued four unexcused absences within a one-year period. The one-year period begins on the date you incur your first unexcused absence. 4. Absences from training assemblies may be excused only for reasons of sickness, injury, emergency or other circumstances beyond your control. You should furnish this unit with an appropriate affidavit or certification by a doctor, medical officer, or other person(s) having specific knowledge of the emergency of circumstances, which caused your absence. You will be notified in writing within 10 days of receipt of your request as to whether the absence has been excused. 5. If you have family responsibilities that are causing a hardship for you, or if your civilian employment is of critical importance to the national or community health, safety, or interest, you should contact me so that I can advise and assist you in the proper procedures to resolve this issue. 6. If you accumulate NINE unexcused absences within a one-year period, you become an unsatisfactory participant and you will be processed for separation from the Selected Reserve either by reassignment or discharge. Such separation could result in pay grade reduction and an other than honorable characterization of your military service. If you are entitled to educational assistance under the Montgomery G.I. Bill or to bonus payments or loan payments based on service, this separation will terminate such entitlements. 42

43 OFFICE SYMBOL SUBJECT: Letter of Instruction Unexcused Abesence 7. I hope that as a result of this letter you will take immediate steps to improve your attendance. The next schedule training assembly for this unit is at 0700 hours on 11 Feb POC for this memorandum is the undersigned at (732) or via electronic at john.l.ribbons.mil@mail.mil. JOHN L. RIBBONS CPT, IN, NJARNG Commander 43

44 Chapter 6 Retention Tools 6-1 Intent The following programs are available to assist you with your retention efforts. Each tool supplements the programs you have already established to manage and prevent unnecessary Soldier losses. To arrange for a tool that is not locally available, contact the RRC. Some of the below tools are mandatory for commanders at all levels to implement. Others are suggestions to assist you. 6-2 Appointments MSC commanders will appoint, on orders, an Additional Duty Retention Officer (ADRO). The ADRO will be a field grade officer. The battalion commander will appoint, on orders, an Additional Duty Retention NCO. These appointees will have the following minimum responsibilities: MSC/Battalion - Additional Duty Retention Officer/NCO Write and keep current a retention SOP/Program for the commander. Track all retention training (see chapter 8) in the MSC/battalion to ensure target audience attendance. Update and provide a roster of all Soldiers requiring the various retention training programs to the commander at all levels. Attend all retention training as the MSC/battalion representative. Ensure units receive 120 days notice of retention training. Coordinate log support (food, training aids, etc.) for retention training. Provide AAR to MSC/battalion commander and RRC regarding retention training and impact on retention. Provide AAR to MSC/battalion commander regarding all unit training (MOS, combat, CTT, etc.) and its impact on retention. Provide feedback/constructive criticism to improve training (both unit and RRC driven). Get to know unit Soldiers by interacting with them and providing the commander with information regarding the unit retention environment. Coordinate with the S3 to schedule CCS and all retention training (as per Chapter 8) for all subordinate units during YTG/YTC development. Oversee all subordinate unit Sponsorship Programs. Oversee all subordinate unit NJDMAVA Form 1315 Career Counseling Card interview programs. Implement the other retention tools suggested in this chapter, as per the commander's desire. 44

45 Track strength data and provide trend analysis to the commander regarding the retention effort of subordinate units and their leadership. Compute and/or know the battalion/company attrition percentages and No Val Pay statistics and develop guidance/sops to stay under it. Analyze CCSs of all units and develop MSC/battalion CAP with the commander. 6-3 Command Climate Survey (CCS) Equal Opportunity Advisors (EOA), at MSC level will initiate a request to conduct a CCS. The CCS is a commander s management tool that allows them to proactively assess critical organizational climate dimensions that can have an impact on the effectiveness and readiness and subsequent retention of the unit. This is an excellent tool to determine how Soldiers feel about the training, leadership, support functions and morale of their unit. The EOAs will tabulate and provide the results to the company commander and/or ADURNCO. Commanders at all levels can coordinate the CCSs directly with the EOAs. The intent of this retention tool is found in its name. The unit commander will use it to determine the strengths and weaknesses of his command that effect attrition and retention. It is a valuable tool that commanders will administer at least once a year. It is imperative that commanders complete at least three actions after obtaining CCS results. First, use the results to correct deficient areas identified by the unit Soldiers as weak or poor. Second, brief the unit Soldiers with regards to the results of the model, and tell them your intentions for fixing broken systems. Lastly, continue to implement and improve areas identified as strong. To fix certain broken systems may require the support of the entire NJARNG chain of command. Therefore, each level of command will provide a summary of the CCS results to the next higher level of command. The summary will include unit strengths, weaknesses, a corrective action plan (CAP), and any requests for assistance from higher authorities. The next paragraph expands on the actual responsibilities of each level of command. Company Commander Obtain CCS results from the RRNCO or the ADURNCO. Analyze data. Provide CCS results to the battalion commander (if the RRNCO or the ADURNCO haven't already done so). Compare results to at least 3 previous CCS results. Brief results to the company within 90 days of CCS. Develop and implement company corrective action plan (CAP). Submit summary of CAP to battalion commander within 120 days of CCS. Maintain at least 3 prior CCSs and provide to new incoming commander. Add the CCS date(s) to the company YTC. 45

46 Battalion commander Obtain CCS results from the RRNCO or the company/battalion ADURNCO immediately after the profile is administered. Analyze data. Compare to any previous company CCS results. Develop and implement battalion corrective action plan (CAP). Submit summary of CAP to MSC commander within 180 days of CCS. Direct incoming commanders to analyze previous CCS results. S-3 (battalion level) Add the CCS dates to the battalion YTG/YTC as mandatory. MSC commander Obtain and analyze CCS summary from the battalion commander. Develop and implement MSC corrective action plan (CAP). Submit summary of CAP to TAG within 270 days of CCS. TAG Receive summary of CAP from MSC commanders. Develop state CAP. Reassess or re-focus state retention policies for upcoming Training Year (TY). RRNCO Provide technical guidance to the ADURNCO and unit commanders for administering the CCS. Compile CCS Data (tabulate the model) and provide to company/battalion commander and the ADURNCO before next unit drill (e.g., at a Wednesday night Admin meeting). ADURNCO Administer or request assistance to administer the CCS as-per-da Pam , Obtain CCS results prior to the unit's next drill. Analyze CCS results and provide guidance for fixing weak or poor areas to the company commander/1sg (or battalion commander/csm at that level). 6-4 The Features and Benefits Binder Each unit will receive two binders. The binders will contain information and procedures regarding all that the NJARNG has to offer the Soldier. The intent is 46

47 for the commander, 1SG, FLL FTSF, and ADURNCO to be intimately familiar with it. All of these retainers/leaders can use this tool to "show-off' what the NJARNG can do for the Soldier and his family. The RRC is the proponent of the binder. He will keep it current by receiving data and information from the various "owners" of each chapter, and will distribute changes for unit posting in the unit binder. The RRC will distribute changes as they occur. The RRC encourages units throughout the chain of command to post changes as they receive them, even if not from the RRC (for example, when a new pay scale comes out; or when DPCS changes bonus policy {SRIP notes}). The binder will also help to prevent unnecessary calls to various state agencies when a leader is trying to assist a Soldier with a NJARNG sponsored program. The intent is that the binder is a one source document for topics such as, education, income, insurance, travel, veteran s benefits, family programs, access to parks, hunting and fishing licenses, NJARNG auto vanity plates, etc. TAG presents this award quarterly and annually to the battalion commander and CSM with the best strength management statistics. The criteria used to determine the award winner is found in The Adjutant General's annual Strength Maintenance Plan for the current Fiscal Year (FY). The Recruiting and Retention Commander (RRC) is the proponent of the plan. For the annual award, the battalion commander (or CSM) must be in place at least six months before the RRC will engrave his name on the cup. 6-5 Retention Council Commanders at all levels should consider establishing a retention council(s) to explore the unit(s) climate. The council should meet periodically (each drill, quarterly, etc.) and should be an informal information sharing forum between a commander, CSM, or 1SG, and unit subordinates. The commander could choose different audiences for his periodic meeting. He may choose to meet with first - termers one meeting and E-5s and above the next time. A commander must use his imagination to obtain the information necessary to enhance unit morale and readiness. 6-6 Award and incentive programs to enhance retention The following list reflects suggestions unit commanders may consider to enhance morale and retention in units. Company Commander's Breakfast Quarterly, for re-enlistees, Soldier of the quarter, or other reasons. Place - commander s discretion (i.e. a local restaurant, a diner, etc.). Consider spouses. 47

48 FLL & team award (i.e., section squad, crew) Award given to both FLL and team (unit generated and maintained, i.e. a unit plaque). Re-enlistments and promotions Give hats, coins, T-Shirts, etc. Reserved parking spot Media support Each commander should seek to submit information regarding a Soldier s reenlistment to the media (i.e., Guard Life and/or local media). Family recognition The unit should create a process for a Soldier to have a family member recognized for outstanding support of that Soldier (spouse, parents, children, etc.). E-4 and below Units should establish an individual recognition process/program for Soldiers E-4 and below (e.g., a "Soldier of the Month" program). Company level recognition Battalion commanders should recognize company level efforts (i.e. letters, plaques, breakfast, etc.). 6-7 Soldier Action Request a. This form will allow a Soldier to express to the leadership that he wants a service provided to him. The Soldier may be entitled to this benefit, service or action; or he may simply have a question about something the NJARNG has to offer. The intent is for the FLL to solve a Soldier s inquiry or issue. If this is not possible, the FLL can take the request to his next higher leader or the ADURNCO. The next level FLL or ADURNCO will then either fix the "issue" by taking action, or by taking it to the Soldier or office responsible for fixing it. The FLL or ADURNCO can use the matrix at Appendix D (or use the Features and Benefits Binder, if applicable), to resolve most issues. b. Commanders may choose to post these forms in a visible location (i.e., the retention bulletin board or somewhere in the orderly room). The commander 48

49 should design a tracking system (log the requests somehow) to ensure immediate attention to the Soldier s reasonable requests. 6-8 Attendance Improvement Teams a. This retention tool enables the unit commander to systematically plan for coordinating TAG's mandatory "face to face" meetings with absent Soldiers (see par 5-2, b.). The means to accomplish this applies directly to a rifle company (depicted below); however, each different organization must be creative to meet their own needs. b. The commander of a rifle company has twelve squads. The commander, as per the YTC, sends one squad per month on retention (and possibly recruiting) detail. The squad's priority mission is to visit absent Soldiers (during the drill) to determine their status and/or problems and why they are not at drill. Once determined, the commander or 1SG will fix the problem and schedule a make-up drill. c. Ensure the members of the team are well versed in Step One of Chapter 5. They also should have attended the FLL Attrition Management Training (par 8-2). 6-9 Contents of the ADURNCO "Tool Box" In addition to this handbook, every ADURNCO needs the following resources, at a minimum, to be able to accomplish the Retention Mission. To "fill" your tool box, get support from your FTSF and commander. If you meet resistance, refer resource providers to this handbook as justification for receiving their support in obtaining the following items): The Features and Benefits Binder (make copies of all the benefit forms, if applicable, to give to Soldiers and/or put on your bulletin board) The following forms: o NJDMAVA Form 1315 Career Counseling Card File box(see Chapter 4) o NJDMAVA Form R Sponsorship Program Checklist (see Figure 3-2 and Appendix A, new version dated 1Feb 00). o NJDMAVA Form New Soldier s Responsibility Checklist (see Figure 3-3, new version dated 1 Feb 00). o NJDMAVA Form R Sponsorship Log (see Figure 3-4 and Appendix A, new version dated 1 Feb 00). o NJDMAVA Form New Enlistment Notification Binder. o NJDMAVA Form R Sponsorship Program Checklist Binder. o NJDMAVA Form R ADURNCOs Sponsorship Log Binder. Copies of a roster containing all chain of command names and phone numbers to give to Soldiers. Copies of a roster containing all training dates, both drill and AT to give to Soldiers. 49

50 Copies of Selective Reserve Incentive Program (SRIP notes) information for reenlistment counseling. Monthly ETS rosters. A unit mailbox, to receive correspondence (especially the NJDMAVA Forms and R from the FTS readiness NCO). Transportation request forms (IAW unit SOP) to request a vehicle if the unit does not provide you one. Signature Cards (to request retention related materials at AT) A "Retention" bulletin board. IAW Unit SOP, change of "Alert Roster" information forms (to provide 1SG change of address or phone number info if the Soldier has a change since initial enlistment). A desk and a telephone. An Alert Roster to call absent Soldiers. Direct access (or through a unit operator) to ATRRS to calculate when a Soldier will return from training (the NJDMAVA Form , New Enlistment Notification has the initial predicted return from training date: however, be careful because the return date can change for many reasons). The training dates and toll free telephone numbers of the RSP to track Soldiers you believe should be back from training (see Chapter 7). CCS questionnaires for every Soldier in the unit. Attendance Improvement memos (to give to FTS Readiness NCO so that he can send the memos to Soldiers IAW Chapter 5). Any brochures or discount cards (ask for these from the RRNCO). Recruiting and Retention give away items, if available (ask for these from the RRNCO). Lead referral forms to give to Soldiers to provide unit leads to the unit recruiter (ask for these from the RRNCO). The unit Retention SOP (if the unit does not have one, suggest to the commander that he write one because it is required by this handbook). The rank oriented "Soldier s Guides" to give to new Soldiers each year to record new training dates (request through the chain of command RRB. Include Alcohol and Drug policies and procedures from the Unit Alcohol and Drug Coordinator (to help discourage Soldiers from abusing these substances and getting discharged). Copies of the "Soldier Action Request" Form (see par 7-11 and appendix C); use the system for your Retention bulletin board Access to Retention Management System (RMS) a. Go to Click on the RMS tab and request access by filling in all information that it asks for then click request Click on RMS training and do the same as with RMS tab 50

51 b. Then and call SFC Quigley at and let him know you have put in a request, he will not know you sent a request unless you call and him with all your information. This will be his confirmation that it is you that is requesting access Access to Reserve Component Automated Systems (RCAS) a. 3 forms that a SM must fill out and return to the G6 in order to request an RCAS Account. Forms can be found on b. Also, the SM must complete and submit a copy of his/her DOD cyber awareness certificate. - DOD cyber awareness challenge c. The user must also login, self-register and complete the questionnaire in ATCTS. - Army Training & Certificate Tracking system (ATCTS). d. Once all of this is complete, the attached forms and cyber awareness cert should be ed to ng.ncr.ngb-arng.mbx.aesd-ng@mail.mil. In the body of the , the user must state that he/she is requesting an RCAS account and provide POC information. e. After the is sent, AESD will generate a ticket and route it to us at the helpdesk. 51

52 Chapter 7 Training Requirements 7-1 Additional Duty Unit Retention NCO (ADURNCO) Training The RRC has designed this training to educate the ADURNCO how to best support his commander. The instruction focuses on the ADURNCO completing specific tasks. The RRC will present the training at the MSC level (for planning, minimum 10, maximum 30 participants and 4 months notice) and at the location the MSC selects and obtains. The RRC can tailor the training into a 4 or 8 hour block. The MSC is also responsible for transportation and meals. The RRC needs electricity and a classroom environment to conduct the training with his POI and instructors. Duties and Responsibilities POTO Ensure you include this training as mandatory for every ADURNCO (but scheduled by MSC commanders) in the state Yearly Training Guidance (YTG) each year. MSC commander Request training when necessary. Provide logistical support (training area, food, training aids, etc.) Ensure every ADURNCO attends each year. MSC S3 Ensure you include this training as mandatory (for the units you schedule) in the MSC Yearly Training Guidance (YTG) and Yearly Training Calendar (YTC) each year in either a 4 or an 8 hour block. MSC Additional Duty Retention Officer Track all ADURNCOs in the MSC to ensure their attendance. Update and provide roster of all Soldiers requiring this training to the MSC CDR. Attend the training as the MSC representative. Coordinate logistical support (food, training, etc.). Provide MR to MSC CDR and RRC regarding training. Provide feedback/constructive criticism to improve the program. Get to know the ADURNCOs by interaction. Provide the MSC CDR information regarding the ADURNCO's plans. Ensure units receive 120 days notice of training. 52

53 Battalion Commander Request training as necessary. Ensure every ADURNCO attends. Battalion S3 Ensure you include this training as mandatory in the battalion YTG/YTC each year. Company Commander Ensure ADURNCO has transportation and directions to the training location. Ensure you give ADURNCO timely notification of training (at least 90 days notice). Ensure you include this training as mandatory in the company YTC each year. RRC Provide instructors and program of instruction (POI). Analyze AARs of training and direct improvements to subordinates or suggestions to the MSC commander to make training and participation better. Staff directors When called upon to do so, provide instructors, administrative and logistical support. RRC OPS RET Training coordinator for this training (MSC commander & ADRO POC) Write the training schedule and P01 for this training. Provide training schedule to the MSC. RRNCO Will serve as the primary instructors. 7-2 Attrition Management Training for the First Line Leader, (Ph. 1 or Ph. 2) Attrition Management Training (State Mobile Training Team). The RRC can send an attrition management team to your training location. Maximum 75 participants (but smaller is better) per training session and a requirement of 3 months notice. With proper planning, it is possible to train 300 FLLs on a drill weekend as this training is also a four-hour block (four iterations). 53

54 Duties and Responsibilities: TAG Ensure all directors and commanders provide the necessary support and participants (FLLs) for this retention training. POTO Ensure you include this training as mandatory (for units you schedule) in the state YTG/YTC each year. Ensure each unit rotates through this training every three years. Schedule each unit every three years on the state Yearly Training Calendar (YTC). MSC commander Provide logistical support and select training area. Ensure every FLL attends. MSC S3 Ensure you include this training as mandatory (for units the POTO has scheduled) in the MSC YTG/YTC each year. MSC - Additional Duty Retention Officer Track all FLLs in the MSC to ensure their attendance. Update and provide roster of all Soldiers requiring this training to the MSC commander. Attend the training as the MSC representative. Coordinate logistical support (food, training aids, etc.). Provide AAR to MSC commander and RRC regarding training. Provide feedback/constructive criticism to improve the program. Ensure units receive a 180 day out reminder of training. Battalion Commander Ensure every FLL attends. Battalion S3 Ensure you include this training as mandatory (for scheduled units) in the battalion YTG/YTC each year. 54

55 CSM (all levels) Develop and enforce a unit climate that ensures compliance with Attrition Management principals. Mentor and develop subordinate NCOs to become better leaders and caring retainers. Establish procedures to ensure each Soldier is actively correcting shortcomings that will stifle their careers (i.e., APFT, education, weight control, etc.). Company commander Ensure all FLLs have transportation and directions to the training. Ensure FLLs are given timely notification of training (at least 120 days notice). Ensure you include this training as mandatory (if applicable, from higher headquarters guidance), in the company YTC each year. RRC Provide instructors and POI. Analyze AARs of training and direct improvements to subordinates or suggestions to MSC commander to make training and participation better. Staff directors When called upon to do so, provide instructors, administrative and logistical support. RRC OPS RET Training coordinator for this training (MSC commander POC) Ensure NGB provides training resources, if applicable. 7-3 Sponsorship Training ("Train the Trainer") This training is designed to teach unit 1SGs and ADURNCOs how to provide sponsorship training to their FLLs and Soldiers. This will enable all units to have viable sponsorship programs as per Chapter 3. Duties and responsibilities: POTO Ensure you include this training as mandatory every three years (but scheduled by MSC commanders) in the state YTG each year. 55

56 MSC commander Request training from RRC as necessary. Provide logistical support (training area, food, training aids, etc.). Ensure every 1SG/ADURNCO rotates through this training every three years. Ensure every 1SG/ADURNCO attends the scheduled training. MSC S3 Ensure you include this training as mandatory (for the units you schedule) in the MSC YTG/YTC each year. MSC - Additional Duty Retention Officer Track every new 1SG and ADURNCO in the MSC to ensure their attendance. Update and provide roster of all Soldiers requiring this training to the MSC commander. Attend the training as the MSC representative. Coordinate logistical support (food, training, etc.). Provide AAR to MSC commander and RRC regarding training. Provide feedback/constructive criticism to improve the program. Ensure units receive a 180 day out reminder of training. Battalion commander Ensure every 1SG/ADURNCO rotates through this training every three years Ensure every 1SG/ADURNCO attends the scheduled training. Battalion S3 Ensure you include this training as mandatory (for MSC scheduled units) in the battalion YTG/YTC each year. Company commander Ensure the 1SG and ADURNCO have transportation and directions to the training location. Ensure the 1SG and ADURNCO are given timely notification of training (at least 120 days notice). RRC Provide instructors and POI. Analyze AARs of training and direct improvements to subordinates or suggestions to MSC commander to make training and participation better 56

57 Staff directors When called upon to do so, provide instructors, administrative and logistical support. RRC OPS RET Training coordinator for this training (MSC commander POC). Write the training schedule and POI for this training. Provide training schedule to the MSC. RRNCO Will serve as the primary instructors. 7-4 Sponsorship Training This training is designed to teach FLLs and all potential sponsors (selected by the commander or 1SG) how to properly sponsor a new Soldier in the unit. The FTSF of any rank will also attend (they are extremely important to ensuring the Soldier s initial experiences are positive). This will enable all units to have a viable sponsorship program as per chapter 3. The suggested training topics are: Teach the sponsor the importance of their role (caring assimilation of a new Soldier into the unit). The sponsorship forms and process. The responsibility of their dual requirements (normal mission and sponsorship). Getting the Soldier to complete his requirements (as per NJDMAVA Form and SOP) Duties and responsibilities: MSC commander Ensure CSM includes this training in his NCODP Program each year. MSC S3 Ensure you include this training as mandatory (for units scheduled by battalion) in the MSC YTG each year. 57

58 Battalion commander Ensure you include this training as mandatory (for units you schedule) in the battalion YTG/YTC each year. Ensure CSM includes this training in his NCODP program each year. CSM (all levels) Ensure that this training is a part of the unit NCODP program every year. Training Coordinator Work with the 1SG and ADURNCO to write the unit specific POI for this training. Analyze AARs of training and direct improvements to subordinates or suggestions to the S3/commander to make training better. Company Commander Ensure all FLLs and Soldiers have transportation and directions to the training. Track every new FLL and potential sponsor to ensure their attendance. Ensure that this training is included as mandatory (for scheduled units) in the company YTC each year. Ensure 1SG includes this training in his NCODP program each year. 1SG and ADURNCO Primary instructors. Work with CSM to write the unit specific POI for this training. Provide AAR to battalion CSM and company commander regarding training. Provide feedback/constructive criticism to improve the program. Update and provide roster of all Soldiers requiring this training to the commander. 7-5 FTSF Retention Training This 4-hour block of training will reinforce how the FTSF is one of the most important components for retaining our Soldiers. The commander, 1SG and FLL cannot followup on the requirements of our "customers" (the Soldiers) during the normal work week. This is the duty and responsibility of the FTSF. Customer service (leading to the readiness of our units and Soldiers) is what the FTSF gets paid for. All other duties are secondary to taking care of Soldiers. Duties and Responsibilities: 58

59 TAG Ensure every director and FTSS provides the necessary support and audience for this retention training. MSC level FTSS Request training from RRC every two years (at least 4 months notice). Provide logistical support (training area, training aids, etc.)ensure every FTSF Soldier attends every two years. Track all new Soldiers in the FTSF to ensure their attendance at any presentation of this training to include another command's iteration. Provide AAR to RRC regarding training. Provide feedback/constructive criticism to improve the program. Ensure units receive at least 120 days notice of training. RRC Provide instructors and POI. Analyze AARs of training and direct improvements to subordinates or suggestions to FTSSs to make training better. Staff directors When called upon to do so, provide instructors, trainees, administrative and logistical support. RRC OPS RET Training coordinator for this training (MSC FTSS POC) Write the training schedule and POI for this training. Provide training schedule to the MSC FTSS. RRNCO Serves as the Primary instructors. 7-6 RRNCO Retention Refresher Training This training will re-focus the target audience on their level of responsibility with regard to the retention effort. Duties and responsibilities: 59

60 RRC Direct training every three years or as necessary (at least 4 months notice). Provide logistical support (training area, food, training aids, etc.) Provide feedback/constructive criticism to improve the program. Ensure FTSR&RSGM receive at least 90 days notice of training. Provide instructors and program of instruction (POD. RRC OPS (Retention) Training coordinator for this training (FTSR&RSGM POC) Write the training schedule and POI for this training. Provide training schedule to the FTSR&RSGM. Provide an AAR, for historical reference, regarding training 60

61 Chapter 8 Recruit Sustainment Program (RSP) 8-1 Mission The Recruit Sustainment Program (RSP) reduces the overall training pipeline loss rate by creating a strong foundation of training and developing the Soldier s Warrior Ethos that will set the standard for all Soldiers at Initial Entry Training (IET) and Advanced Individual Training (AIT). With our TRADOC ARNG LNOs we will resolve any Soldier issues and develop systems to ensure the RSP provides the Basic Combat Training site a Soldier that is mentally prepared, administratively correct, and physically fit. 8-2 RSP Phases and Soldier Readiness Modules (STRM) RSP training schedules should include STRM and the various other training events associated with each phase a Soldier is in during their time in the RSP. a. The phases are: (1) Red Phase Red Phase training is designed to be given during the first drill at the RSP. It teaches the recruit the basics of being a Soldier in the ARNG. This phase is mandatory for all Soldiers enrolled in the RSP and should include but not be limited to briefing, education and counseling. It is mandatory that all STRM classes associated with Red Phase be conducted every IDT in accordance with the RSP Accreditation Process. (2) White Phase Stripes for Skills The White Phase Stripes for Skills training is designed to train and test your Soldiers for promotion under the Stripes for Skills program. (3) White phase The White Phase training is designed to mimic the training environment they will enter at BCT. Soldiers attend White Phase after completion of Red Phase until one drill prior to shipping to IET. The majority of the curriculum is taught in this phase. (4) Blue Phase The Blue Phase provides RSP personnel with the opportunity to complete Soldier preparations for success at BCT/AIT. Similar to Red Phase, Blue Phase is not optional and must be conducted no less than 15 days prior to shipping. Blue Phase also allows the RSP personnel one last quality check to ensure the Solder is Mentally Prepared, Administratively Correct and Physically Fit. (5) Quick Ship Soldiers Quick-Ship Soldiers will have only one RSP drill weekend prior to shipping to BCT, combining Red and Blue Phase functions. Red and Blue Phase are combined based on available time. At a minimum, 61

62 all Blue Phase tasks are mandatory. The classes presented are mandatory to build a solid foundation for a Soldier to be successful in BCT and AIT. This is scheduled in a MUTA 4 or MUTA 5 as applicable. (6) Green Phase The Green Phase training offers additional instruction in leadership and physical readiness for BCT qualified Soldiers (STO-2), who will attend Advanced Individual Training (AIT) the following summer. Green Phase reintegrates BCT graduates into the RSP through advanced training, and sustains Soldiering skills learned at BCT. (7) Gold Phase (Battle Hand-Off) The Gold Phase is the final phase for returning MOSQ Soldiers and is also the final drill with the RSP before transitioning into their unit of assignment. This phase covers what MOSQ Soldiers should expect when joining their parent units and culminates in the Battle Hand-Off (BHO) ceremony which initiates the unit sponsorship process. Gold Phase also gives the Soldiers a chance to evaluate their training they have received. The Soldier will join their unit of assignment as a fully qualified, mentally, physically and administratively prepared Soldier. (8) SUTA A population will sometimes exist that cannot be available for regularly scheduled IDT periods. These Soldiers still need to receive the material that is afforded to those at IDT. A specialized SUTA training schedule is recommended to ensure the specific phase-related needs of the Soldier are covered. Some of these needs include, but are not limited to: PRT, administrative checks and counseling. b. RSP training schedules make use of STRM at a minimum. The RSP Accreditation process mandates the use of all Red and Blue Phase classes each IDT weekend. Inclusion of Army Warrior Tasks can be used and are encouraged as additional resources to proved advanced preparation for BCT/AIT for White and Green Phases. STRM is designed to educate our new Soldiers on basic Army policy and training. This training combined with a confident, positive and professional cadre mentorship will assist in lowering the overall training pipeline loss rate, and provide a strong foundation of training to prepare ARNG Soldiers for success not only at CBT, but throughout their career. 8-3 RSP Metrics RSP Metrics are published monthly by NGB and achieved in the Vulcan Information Center along with the by name data. The RSP Metrics are a method for NGB to evaluate the effectiveness of each state s program. States should use data to identify trends and areas to improve. NGB applies a percentage weighting to each category in order to focus efforts. 62

63 8-4 Battle Hand-Off Procedures The primary goal of the Battle Hand-Off process is to provide ARNG Soldiers continuous leadership during their transition from the RSP to their unit of assignment upon completing IADT and becoming MOS qualified. a. During the process RSP personnel will: Indentify Soldiers to be Handed Off. Review Training File from IET Process DD form 214 (Release from Active Duty) Process DD Form 2384 (NOBE Notice of Basic Eligibility) Initiate process to obtain MOS Order Prepare awards to be presented Prepare DA 4817 s for Promotion and submit to SIDPERS Coordinate completion of Battle Hand-Off Surveys Clear all hand receipts Invite, coordinate and schedule unit representation for the BHO Ceremony NLT 30 days prior to drill. Provide unit names of BHO Soldiers, date, time and location of the ceremony and the prescribed uniform. Request the unit representative report 30 minutes prior to the ceremony and be prepared to provide the Soldier with the following after the ceremony: o Sponsor Letter o Sponsor contact information o Unit training schedule o Dates of upcoming unit drills o Drill uniform o Directions to unit o General training information b. Upon completion of the BHO Ceremony Ensure unit representatives sign for all Soldier records. Imitate Release from RSP Orders. Follow-up to verify TPC Codes have been changed & MOS has been awarded. Complete the Final Disposition Task in Vulcan being sure to annotate Honor Grad/Distinguished Honor Grad as appropriate. 63

64 Appendix A ACRONYMS 1SG - First Sergeant AAR - After Action Report ACES - Army Continuing Education System ADRO - Additional Duty Retention Officer ADT - Active Duty Training. ADURNCO - Additional Duty Unit Retention NCO AFQT - Armed Forces Qualification Test AIT - Advanced Individual Training ASAP - As soon as possible ASVAB - Armed Services Vocational Aptitude Battery AT - Annual Training ATRRS - Army Training Requirements and Resource System BCT - Basic Combat Training CAP - Corrective Action Plan CATB - Combat Arms Training Brigade Ch - Chapter CL - Clerical CMF - Career Management Field CO - Combat CSM - Command Sergeant Major DA - Department of the Army DMOS - Duty MOS 64

65 DOB - Date of Birth DOE - Date of Entry DOL - Director of Logistics DOR - Date of Rank DPCS - Director of Personnel and Community Services EL - Electronics ESGR - Employer Support of Guard and Reserve ESO - Educational Service Officer ETS - Expiration Term of Service FA - Field Artillery FLL - First Line Leader FTS - Full Time Support FTSF - Full Time Support Force FTSREDNCO - Full Time Support Readiness NCO FTSR&RNCO - Full Time Support Recruiting and Retention NCO FTSR&RSGM - Full Time Support Recruiting and Retention SGM FTSS - Full Time Support Supervisor GM - General Maintenance GT - General Technical IADT - Initial Active Duty Training IET - Initial Entry Training ISR - In-Service Recruit IST - Inter-State Transfer LES - Leave and Earning Statement 65

66 MEPS - Military Entrance Processing Station MM - Motor Maintenance MOS - Military Occupational Specialty MPT -Military Personnel Technician MSC - Major Subordinate Command NCO - Noncommissioned Officer NCOER - NCO Evaluation Report NCOES - NCO Education System NGB - National Guard Bureau NJARNG - New Jersey Army National Guard NJDMAVA - New Jersey Department of Military and Veterans' Affairs NJNGTP - New Jersey National Guard Tuition Program NPS - Non-Prior Service OCIE - Organizational Clothing and Individual Equipment OCS - Officer Candidate School OF - Operations and Food PAO - Public Affairs Office PARA - Paragraph POC - Point of Contact POI - Program of Instruction POTO - Plans, Operations, and Training Officer PMOS - Primary MOS PS - Prior Service 66

67 RCAT - Retention Climate Assessment Team RCT - Reserve Component Transition RON - Remain Overnight RRM - Recruiting and Retention Manager RRM OPS RET - Recruiting and Retention Manager, Operations and Training Officer for Retention R&RFTSF -- Recruiting and Retention Full Time Support Force R&RNCO - Recruiting and Retention NCO SC - Surveillance and Communications SGM - Sergeant Major SLRP - Student Loan Repayment Program SME - Subject Matter Expert SOP - Standard Operating Procedure ST - Skilled Technical STO - Split Training Option TAG - The Adjutant General TBD - To be developed TBP - To be published TDA - Table of Distribution of Allowance TDG - Traditional Drilling Guardsmen TY - Training Year UCP - Unit Climate Profile UIC - Unit Identification Code UMR - Unit Manning Report USPFO - United States Property and Fiscal Office 67

68 UTA - Unit Training Assembly (one 4 hour training period) YTC - Yearly Training Calendar YTG - Yearly Training Guidance 68

69 Appendix B AWOL Recovery Form 69

70 Appendix C Extension Documents 70

71 Appendix D Soldier Action Request Template SOLDIER ACTION REQUEST FLL LOG# Soldier s Name: Date Section/PLT: The Soldier initiates this request for action form. If the Soldier doesn t receive a response in a reasonable timeframe, see the ADURNCO. The Soldier must keep a copy of this request for his/her records. Sample Issues: Pay Problems Uniforms Hunting & Fishing License Incentives Issue Personal Issue Description of Issue: Education Benefits Employer Issue ID Cards (Soldier/Dependent) Equipment Morale Military Driver s License Commissary Card Promotion Food Service Schools Soldier submits a copy to his/her FLL (First Line Leader) and retains a copy. If FLL is unable to resolve the issue, forward to next higher leader or FTSF I have completed the above stated request with the following results: Signature & Date 71

72 72